| Summary: | 碩士 === 國立臺灣大學 === 臺大-復旦EMBA境外專班 === 107 === Established in 1992, the Paper Windmill Cultural Foundation and the Paper Windmill Theatre is a famous Taiwanese performing arts group dedicated to creating and extending Taiwanese theater for children in an imaginative and intricate manner. To obtain a new position in performance arts and instigate changes in team values, in 2006 they launched the “First Mile, Kid’s Smile: Arts for Children in 319 Townships” project. This involved touring 319 towns in Taiwan over 5 years, thereby allowing children in rural townships to enjoy national theater–level performances without charge. The new brand image created by the repositioned team combining art and public welfare resonated with the audience and society.
Branding is an intangible asset of cooperative sustainability. This study introduced the reason behind brand repositioning in addition to the process of strategy implementation and the related crises this group faced. Moreover, it separately described the establishment and development before and after brand repositioning. The study used theories and strategies related to branding to analyze how this group overcame challenges and fulfilled brand promises to society, thereby achieving improvements in brand image, positioning, and equity.
The study results revealed that business management and art management share similar branding considerations. The group in question changed the positioning of performing arts from stimulating personal growth to achieving social values by bridging urban and rural gaps. It transformed conventional methods to promote social welfare into stories with sentiments to benefit its homeland, and it changed brand meanings for nonprofit organizations. The group was only able to achieve their goals through competent leadership, resolute decision-making, and team consistency in executing changes throughout each stage of brand development.
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