Please use this identifier to cite or link to this item: http://rportal.lib.ntnu.edu.tw:80/handle/20.500.12235/114959
Title: 國際海報設計競賽運作模式研究-以台灣國際海報設計獎為例
Study of the International Poster Design Competition's Operation Model-A Case of the Taiwan International Poster Design Award
Authors: 李淙柏教授
林磐聳教授
Tsung-Po Lee
Pang-Soong Lin
范玲玲
Ling-Ling Fan
Keywords: 國際設計競賽
海報
策略
運作模式
International design competition
poster
strategy
operational model
Issue Date: 2009
Abstract: 本研究探討國際海報設計競賽之運作模式,以系統方式依各相關因素探討其影響性。再藉此研究結果提供未來「台灣國際海報設計獎」或相似活動執行規劃之策略及辦理方式參考,以期能使辦理更具國際一致性與提高其執行之效益。 研究首先進行國際知名海報設計競賽之次級、初級資料收集,整理歸納辦理背景、方式、規章及現況,再藉由個案及專家訪談了解其組織架構及運作模式,細節包括辦理架構、評選運作機制、流程、推廣與後續運用等。 為有效探討「台灣國際海報設計獎」之運作模式,特別引用企業效益3P理論,即整體效益(Performance)= 經營與人員能力(People)x規則與管理流程(Process)x應用工具與電腦系統(Program),作為本研究的分析模型。試圖由現有運作架構與相似競賽的執行比較中,找出不足或會面對的重要事項,以作為規劃辦理、改善及修正的依據,以促進相關活動辦理效益的提升。本研究發現,國際海報設計競賽活動中有一些共通現象及要點,狀況如下: 1.在經營與人員能力方面 國際海報設計競賽主辦單位多屬文化及推廣性質組織,經費來源主要為政府補助或贊助,自主營運「商業」組織徵件以綜合類別為主,海報設計僅為其中一項;競賽大多申請國際平面設計社團協會(Icograda)認可,評審邀請領域跨國且具國際知名度專家擔任;舉辦目的為國際交流、促進產業發展、提升人員能量及推廣設計、藝術和文化;常設組織委員會及執行團隊,以作為競賽策略規劃與擬定、國際評審推薦及邀約。 2.在規則與管理流程方面 依主辦單位與舉辦目的不同,競賽主題類別集中為社會/環境議題、文化藝術、商業類或不限。多數不限參賽資格、以創作結果作評審依據;作品多有年份限制、部份單位有件數限制;評審標準多為簡述,採二審制;研究發現參賽國與總件數呈現相關性,而得獎率高低對收件數多寡相關性不明顯。 3.在應用工具與電腦系統方面 競賽知名度及得獎殊榮是參賽重要誘因;多數競賽為政府或是文化單位舉辦,不須繳交報名費,而商業組織辦理之競賽則收取報名費;廣宣主要藉國際平面設計社團協會(Icograda)、Rene Wanner's Poster Page網站及主辦單位資料庫推廣,或與國家性設計組織策略聯盟促進;研究發現獎金高低對收件數增減未呈現顯著關連性,國際競賽吸引參賽的誘因包括博物館作品典藏、辦理展覽、頒獎典禮、線上展覽及提供獎項標章;多數主辦單位在得獎作品有專門典藏(如博物館、美術館)及展覽;另商業類及墨西哥海報雙年展報名作業採用網路應用系統。 依研究結果顯示「台灣國際海報設計獎」在亞洲規模僅次於日本富山國際海報設計三年展,辦理3年已與國際相關性競賽規模相當,同時也是目前台灣唯一有延續性、專業人士參與之國際競賽,在促進我國設計的國際交流及知名度方面已具作為平台的條件,為促進執行力效益提升,建議創意執行如下: 1.在經營與人員能力創意建議 品牌經營、建立競賽特色、引進贊助機制、永續發展;朝商業性綜合設計類發展,逐步採報名者付費方式運作;建立常設執行推廣機構及組織委員會,以加強策略規劃能力,健全機制,使執行系統化、效益;繼續申請Icograda認可,加强與其他國家協會合作支持辦理。 2.在規則與管理流程創意建議 定位專業海報競賽、2年辦理1次,不限參賽資格、件數,但限為3年內、印刷作品;主題類別訂定為商業及推廣用途(含社會關懷議題)二類;建議評審流程分為二階三審制:第一階段資格審:由執行單位及國內專家審查,以節省評審時間。第二階段初審:國際與國內評審擔任,選出入圍或可作為展覽作品,可供立即辦理展覽和頒獎典禮。複審:可與初審同一批評審擔任,隔日或另評選出獲獎作品;未來朝增加參賽國努力,而獲獎比率建議調為10%-15%。 3.在應用工具與電腦系統創意建議 尋求專責單位典藏(如博物館、美術館)及安排常設展覽,以累積重要的文化資產及供後續研究;若難有實體單位典藏,則建置數位博物館及專門網站、資訊平台,以數位典藏競賽作品及規劃多元應用、交流及展示;建議採多項獎金以取代高額獎金,加強廣宣以提升知名度;建置競賽資訊(資料庫)作業、知識平台,導入線上報名管理、條碼(Barcode)系统,將報名、交件、收件整理、評審、公告及進度查詢、通報作業數位化,以提升效能、精進作業;規劃配套及加值措施,商品(如專刋、筆記本)開發等。 以上研究共通現象及創意建議將可作為未來繼續執行「台灣國際海報設計獎」及相關競賽推動之參考。
This research systematically investigates the effects of isolated factors on international poster design competition operational models. The results will benefit the planning and operation of the Taiwan International Poster Design Award and related activities by increasing conformity other with international competitions and increasing operational results. First, primary and secondary sources related to international poster competitions were collected, with a focus on operational background, methodology, rules, and current status. These sources, as well as personal interviews, were then used to understand the competitions’ organizational structure and operational models, including their operational frameworks, judging systems, workflow, promotional activities, and subsequent applications. To effectively investigate the operational model of the Taiwan International Poster Design Award competition, the corporate 3P method was used: namely overall Performance = managerial and employee competence (People) x regulations and managerial workflow (Process) x Tool applications and IT systems (Programs). The current operational model was compared to those of similar competitions and attempts were made to identify inadequacies and issues that must be addressed. This information can then be used as a reference for planning future contests or implementing organization reform, and can help increase productivity. It was discovered that international poster competitions share important similarities, given below: 1.Managerial and Employee Competence International design competitions are hosted primarily by organizations involved in cultural or promotional work which are heavily subsidized by the government. Private corporations that act as hosts are often engaged in a variety of design, with posters being just one aspect of their work. Most competitions are endorsed by the International Council of Graphic Design Associations (Icograda), with judging generally done by well known professionals from both the host country and other countries. The competitions are held to increase international exchange, promote industry growth, nurture talent, and promote design, art, and culture. They also have standing committees and operational teams to undertake competition planning and selection and invitation of international judges. 2. Regulations and Management Workflow Depending on the host organization and the goals of the competition, themes range from social/environmental awareness, to culture/art or commerce, or they may be unrestricted. Many competitions have no restrictions to entry, using only the results as the basis for judgement. Many are limited to works produced within a certain time frame, and some limit the number of entries. Judging criteria is primarily by means of summary, using 2 rounds of judging. The research discovered a correlation between the number of countries and entries, but no clear correlation between the number of entries and the win rate. 3. Tool Applications and IT Systems A competitions name recognition and prizes are important incentives to participate. Many are hosted by governments or cultural organizations and are free to enter; whereas those hosed by commerical organizations usually charge entry fees. Promotion is largely done via Icograda, Rene Wanner's Poster Page, and the hosting organization’s database, or by national level design allicance organizations. Research found that the amount of prize money is does not have a clear correlation to the number of entries received. International competitions attract competitors by offering displays in a museum or gallery, exhibitions of winning works, awards ceremonies, online exhibits, and medals. A number of hosting organizations provide for winning works to be displayed in museums or exhibitions. Some commerical organizations sponsored competitions and the International Poster Biennale in Mexico also offer online contest application. Research shows that in Asia the Taiwan International Poster Design Award is second in size only to the International Poster Triennial Toyama. After three years its scope is roughly the same as other similar international competitions, and it is currently Taiwan’s only on-going poster competition attracting professional entrants. It has already become a platform for increasing international exchange and increasing awareness of Taiwanese design. In order to increase the competitions’ operational performance, we recommend the following creative measures: 1. Recommendations Relating to People Build a brand; focus on what’s unique; hire a support organization; continue to grow. Move toward a commerical, comprehensive design model, gradually adopting application fees. Establish standing operational and promotional groups and committees to strengthen planning capabilities and organizational structure, and make operations systematic and productive. Continue to apply for Icograda endorsement, and strengthen cooperation with overseas organizations. 2. Recommendations Relating to Process Position the competition as a professional poster competition, held once every 2 years, with no limits on entry or the number of entries, other than that all entries be printed works from the past three years. Themes should be related to business and promotional activities (including social welfare). The judging process should be divided into two stages and three rounds of judging: The first stage involves judging by the host organization and domestic judges, in order to save time. The second stage should be broken into two rounds; both rounds may be judged by the same international or domestic judges. The first round of judging selects the works that will be put on exhibition. Exhibition may be arranged or prizes awarded immediately. The final round of judging may be done the following day or later. In the future the competition should try to increase the number of countries represented, and adjust the number of prizes so that 10%-15% of entrants win awards. 3. Recommendations Relating to Tools Select a professional organization (museum or gallery) to arrange a permanent display, in order to preserve important cultural resources and facilitate ongoing research. If this proves difficult, then a digital exhibition should be established with a dedicated website serving as a communication platform to store winning works and allow for diverse application, exchange, and display. Numerous prizes should be given rather than one large prize, to strengthen promotional effect and increase name recognition. A competition database and knowledge platform should be established, along with an online application management system and barcode system to digitize application, submission, receipt and sorting, judging, announcements and status updates, and reporting. The competition should also plan affiliated value added activities and undertake product development (e.g. catalogues, notebooks) The above research on common features and creative suggestions for future competitions may prove helpful to the Taiwan International Poster Design Award and other similar competitions.
URI: http://etds.lib.ntnu.edu.tw/cgi-bin/gs32/gsweb.cgi?o=dstdcdr&s=id=%22GN0095603310%22.&
http://rportal.lib.ntnu.edu.tw:80/handle/20.500.12235/114959
Other Identifiers: GN0095603310
Appears in Collections:學位論文

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