時尚故宮：創意經濟時代的博物館品牌行銷

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Title:	時尚故宮：創意經濟時代的博物館品牌行銷
Other Titles:	Fashionable 「Old is New」: The Brand Marketing of National Palace Museum in the Era of Creative Economy
Authors:	陳采欣 Chen, Tsai-hsin
Contributors:	建築與景觀學系環境藝術碩士班李謁政;陳正哲 Yeh-cheng Lee;Cheng-che Chen
Keywords:	品牌行銷;創意經濟;時尚故宮;文化創意產業;博物館行銷 National Palace Museum of Style;Old is New;cultural and creative industry;creative economy;brand marketing;museum marketing
Date:	2008
Issue Date:	2015-04-20 14:43:49 (UTC+8)
Abstract:	近年來，隨著全球化知識經濟與後現代多元文化的發展，博物館在世界各地如繁花盛放，妍麗多姿。當代博物館已逐漸超越傳統的收藏、研究、展示與教育等功能，扮演著愈來愈多元的重要角色。然而，在生機蓬勃的表象下，世界各國博物館卻也同時面臨政府財源緊縮、民間資源減少、各種休閒娛樂產業的競爭、觀眾族群多元化及觀眾期待複雜化的多元挑戰，如何兼顧博物館的社會公益使命和永續生存發展，已成為當代博物館經營最重要的課題。　　　　因應後現代美學經濟與消費社會的來臨，已有許多世界知名博物館從以典藏品和研究者為主體的非營利機構，蛻變為以觀眾服務為導向及提供大眾文化消費的場域，藉由文化創意產業的整合加值，為博物館創造獨特的品牌形象與可觀的經濟收益，不但為博物館的永續經營奠定厚實的基礎，更擴大了服務領域和社會影響力，博物館「品牌行銷」的時代已然到來。　　　　行政院於2002年公佈《挑戰2008：國家發展重點計畫》後，積極推動「文化創意產業發展計畫」，為博物館與文化創意產業的結合產生催化的作用。尤其國立故宮博物院自2005年開始推動「Old is New•時尚故宮」計畫，不但使博物館成為文化產業的策動生產者，更是提供大眾文化消費的「生活美學品牌」和「新複合經濟體」，在台灣的公立博物館中扮演著開創性的角色。　　　　本研究從國內外博物館事業的發展歷程、文化創意產業與博物館事業，以及國內外博物館的品牌行銷趨勢等三大面向進行文獻回顧。在個案研究方面，本文以國立故宮博物院為對象，從品牌行銷之觀點，針對其組織營運、內部業務整合、外部資源結盟、法規研訂、品牌權益管理和整合行銷溝通等構面進行深入探討。　　　　研究發現，故宮實踐創經濟之主要策略包括「善用數位典藏內容發展授權經濟」、「積極導入創意設計及創新品牌形象」、「透過品牌合作開發品牌商品及國際行銷通路」、「引領時尚生活風格滿足文化消費需求」和「透過五感體驗行銷創造美學經濟」。　　　　經由「Old is New•時尚故宮」計畫之品牌行銷關鍵要素分析，並衡諸目前國內公立博物館之發展現況，本研究提出博物館推動品牌行銷應考量之策略取向與方法，在內部因素方面包括：（一）由博物館領導階層主導行銷方向及政策推動；（二）健全品牌行銷組織及建立溝通合作機制；（三）建立法規制度推動社會參與機制；（四）積極管理財源收入及重視行銷預算之編列。　　　　外部因素包括：（一）引進外部資源擴大品牌行銷核心能力基礎；（二）開放知識詮釋與重視觀眾體驗共創品牌價值；（四）採取整合行銷溝通傳遞品牌訊息及強化品牌形象；（五）透過異業結盟創造品牌合作契機。　　With the recent development of the globalized knowledge-based economy and diversified post-modern culture, the museums over the world are emerging like blooming flowers with spectacular themes and splendid appearances. Contemporary museums have exceeded their conventional functions of collecting, researching, exhibiting, and educating the inherited traditions and are playing a much more diverse and important role. However under the vibrant and energetic impressions, museums over the world are also faced with diverse challenges of government funding cut-down, local resource shortage, competition from other leisure entertainment industries, diversification of audience groups and intricate expectations from the audiences. How to uphold the mission of social welfare and maintain the sustainable survival and development at the same time has become a critical topic for the current museum management.　　　　To adapt to the uprising post-modern aesthetic economy and consumption society, many world renowned museums have transformed from non-profit organizations that used to focus on Art collections and researchers to fields that emphasize on audience services and public culture consumption supplies. Through value-added integrations with the cultural and creative industry, unique brand images were created and significant economic profits were generated. The transformation not only established a strong and solid foundation for sustainable survival for museums, it also expands the service coverage as well as the social influences of museums. The era of “brand marketing” for museums has just arrived.　　　　After the announcement of the “Challenge 2008 National Development Plan” in 2002 by the Executive Yuan, the authority has been aggressively promoting the “Cultural and Creative Industry Development Plan”, which produces the catalytic effect on the collaboration between the museums and the cultural and creative industry. National Palace Museum with its project of “Old is New：National Palace Museum of Style” promoted since 2005 not only has shaped museums into the providers responsible for the development of the cultural industry but is also itself a “life aesthetic brand” and “new economy complex” that offers public cultural consumption. All of which established its pioneer role among other national museums in Taiwan.　　　　The literature review will be conducted in our research from the following three perspectives: the development histories of the domestic and foreign museum industries, cultural and creative industry and museum business, and the brand marketing trend of the domestic and foreign museums. We will use the National Palace Museum as our study subject in the case study to conduct detail researches on components of organization operation, internal administration integrations, external resource alliances, policy-makings, management of brand equity, and integration of marketing and communication from the perspective of brand marketing.　　　　It was discovered in our research that the major strategies of the National Palace Museum for establishing a creative economy include “develop a licensing economy using digital archive contents”, ” aggressively inject the elements of creative design and innovative brand image”, “develop brand products and international marketing channels through brand collaboration”, “lead a fashion life style to satisfy the cultural consumption demand”, and “market and create an aesthetic economy via the sensory experiences”　　　　Through the analysis of the key elements involved in the brand marketing of the “Old is New, National Palace Museum of Style” project and the assessment of the current development of the domestic national museums, we proposed the strategies and methods that should be taken into consideration by museums when executing the brand marketing plans. The internal factors include: (1) the direction of the marketing strategies and the execution of policies are led by the management level of the museums; (2) develop a comprehensive brand marketing organization and a collaboration mechanism; (3) establish a regulatory system to promote the social participation mechanism; (4) aggressively manage the financial income and focus on the marketing budget planning. The external factors include: (1) introduce external resources to expand the foundation of brand marketing core abilities; (2) offer open knowledge interpretation and enhance audience experience to create brand value; (3) integrate marketing communications on brand information broadcast in order to reinforce brand image; (4) create brand collaboration opportunities through business alliances with different industries.
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