藝人整體造型行業管理模式

Abstract

在台灣以藝人為主要接案對象的整體造型產業，其接案基礎建立在個人的專業技術上，因而整體造型產業大部分是以個人接案為主，甚少有以公司模式經營，本研究透過兩個分別在台灣與內地的個案，經由相關人士的深度訪談及資料收集做為各階段的分析，探討其組織形態為因應各階段的人為因素與環境限制，而有不同組織型態的轉變為主要探討內容，以期找出最適合整體造型產業的經營模式。透過不同地區的兩個個案研究發現，台灣個案在不同階段的轉型中，因員工培訓困難、人才流失、案源不穩定等因素，發現在業界與同行配合是目前台灣造型產業最適合的經營模式，藉由長期的合作關係裡，培養出一批在專業能力、配合度及職場道德上都良好的工作夥伴。內地整體造型產業以公司經營模式之所以可以成功，主要在於業界的人脈網絡，廣大的人際關係聚集了業界大部分的資源，使得造型師與公司的業務關係具有約束力。In the beauty and styling industry, where celebrities are the main target, the beauty and styling cases is mainly based on a stylist’s individual professional skills. Therefore, most styling businesses operate as individual stylists, rather than compa-nies with employees. This study include two cases: one in Taiwan and the other in Mainland China. By in-depth interviews with experienced stylists, this study con-trasts two business models, where various human capitals and external environment presents. In general, this study seeks to identify the best fitted business design for arranging collaboration among stylists in beauty and styling industry.This study found that an informal and project-based long-term collaboration led by one key stylist is a more suitable model due to challenges of new recruit training, talent retention, collaborative professionals with great work ethics. On the other hand, the extensive interpersonal connections, the vast network of resources availa-ble through these connections, and the binding effect between stylists and employers contributed to the success of and the unpredictability of business prospects. Through long-term partnerships, the industry can nurture the next generation of stylists who are highly skilled and the corporate business model of beauty and styling industry in Mainland China.