| 摘要: | 台灣近二十年來快速的經濟發展，改變了國人許多的生活習慣，其中文化藝術表演的參與漸趨熱絡是指標性的變化之一。演出的趨熱後現實問題便是演出場地的需求。演出場地不是一個可以容納演出的舞台便能滿足。演出空間是承載表演藝術的平臺，演出的成功與否重要的關鍵之ㄧ。隨著需求的增加，許多小型展演場地如雨後春筍紛紛成立，這些空間公私立皆有，且品質不一。如以盈虧自負為原則，這些場地也都面臨經營上的困境，即使公立的場地也大多委外經營，因此投資報酬率成為首先要面對的問題。 因此，本研究要探詢的問題是：小型表演場地的基本條件、費率、服務內容、節目特色已及行銷策略。經過既有的個案分析，包括「台北音樂傳記」、「時報廣場表演中心」、「自由廣場會議中心」、「這牆，音樂藝文展演空間(the wall)」、「誠品展演中心」、「台南人劇團戲工場」、「皇冠藝文中心小劇場」等，並對專家學者、行政管理者、有演出經驗的專家等三方面進行深度訪談。此外，因研究者的焦點置於高雄市音樂館，因此，對該館進行深度個案研究，然後將以上三種資料交叉研究形成一個小型演出空間的經營管理策略初稿，在經十五位專家學者以德爾菲法進行評估，最後得到一個可行的策略方案，提供小型演出空間經營者的參考。
In the past two decades, the rapidly economic development in Taiwan has changed people's living habits. The cultural and art performance participation is one of the index out of all of these changes. The performance hall has become an unavoidable issue, once the performance participation is thriving. A performance hall is not satisfied enough with just a stage which can hold the performance. A performance hall is a plateform to facilitate the performing arts, and it also plays a key role in resolving weither the performance goes sccussfully or not. Many small performance halls are booming one after the other as the demand is increasing, and those are either privated owned or public funded, the quality of them is also not levelized. If it takes its own responsibility for its own profit and losses, most of the hall are all facing the management problem. Although most of the public funded hall have outsourced, the first issue they may have to face at is the business ＂turnover rate＂. Above all, this research is to discuss the following issues of small performance halls: basic condition of the hall, charging rate, services, programme specialty and the marketing strategy. Several cases study will be taken out, which are including such as, ＂legacy Taipei＂, ＂China Times Exhibition and Performing Arts Centre＂, ＂Liberty Square Convention Centre＂, ＂The Wall＂, ＂Eslite Events Development and Management Centre＂, ＂Tainanjen Show Factory＂, ＂Dance Forum: Crown Theatre＂, etc…. After the cases analysis, following by a focus group interview methodology on professionals, managers and administrators to conclude a further analysis, Nevertheless, the author has focused on the study of Kaohsiung Music Centre, a further case study has also been taken out on it. To summarise the said three data and sources above has come up a draft management strategy, which has been also evaluated by 15 professionals and proved, it as a possible scheme could be referenced and practice by all the mangers of the small performance halls. |
