| Summary: | 碩士 === 國立政治大學 === 科技管理與智慧財產研究所 === 106 === These days, not only big brands but also small brands have started to use the form “Pop-up Stores” to promote their brands in Taiwan. Huashan 1914 Creative Park is one of the example. Since 2014, Huashan Creative Park has invited cultural and creative teams to join as pop-up stores. This gives the cultural and creative teams another option apart from short-term rental “markets” and long-term rental “stores”.
This study seeks to answer reasons why cultural and creative teams operate as “pop-up stores”, understand their business philosophy, and explore the business model. Besides, this study aims to find out how and why the characteristics of cultural and creative industry and pop-up store affect business model.
This research uses Osterwalder & Pigneur’s business model (2010) as framework, and adopts a qualitative approach, in the form of case studies of three cultural and creative teams. The findings are: (1) The owners of the Cultural and Creative Pop-up Stores utilize their professional backgrounds to fill the industry gaps, and innovate product production and design. (2) Cultural and Creative Pop-up Stores hold lectures and workshops to discover potential customers, and value customer communications during product design. In the end, they utilize the temporary nature of pop-up stores to urge consumption. (3) The operation of Cultural and Creative Pop-up Stores often includes the characteristics of “store” and “exhibition”, and the owners concern whether store arrangement can convey brand value. (4) The characteristics of cultural and creative industry and pop-up stores affect owners to innovate product design and organize workshops to enhance experiential experiences, also, the owners activate pop-up stores to test the market and gain market intelligence.
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