職業樂團公司化與營運之商業模式探討—以灣聲樂團為例
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2024
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我國職業樂團發展歷史悠久，卻多為政府編列公務預算以執行公共任務為目標的公辦樂團，民間籌組的樂團則多為非專職。而民營樂團籌組之初，也鮮少以專職為目的，必須仰賴政府補助維持營運。作為國內第一個以營利為目標營運職業樂團的「灣聲樂團」，在有步驟的成立公司後，即建構創新的商業模式並獲得穩定的績效，逐步實踐獨立運作表演團體的目標。本研究以灣聲樂團為例，除統整灣聲樂團轉型為以公司營運職業樂團的決策過程，探討穩定薪資對團員工作態度的影響，並以「商業模式圖」之四大構面分析獲利條件：(1) 堅定的「價值主張」、(2) 「企業構面」的強力支持、(3) 靈活運用策略貼近「顧客構面」、(4) 精準的「財務責任」。理解商業模式的概念對於公司的績效是一個非常重要的關鍵，如何確保卓越的藝術性，同時滿足獲利要求？研究顯示表演藝術產業中引入商業模式創新概念，並相應調整體質，將有助於健全演藝團體的金融結構，維持營運獨立性，放大發展可能，獲得永續經營的機會。
Many domestic professional orchestras have a long history of development. Still, most are publicly funded orchestras with the government's official budget to perform public tasks, while most privately funded orchestras are part-time. Privately funded orchestras are rarely full-time when first founded, and they also have to rely on government subsidies to maintain their operations. As the first domestic for-profit professional orchestra, "OneSong Orchestra" has built an innovative business model and achieved stable performance after establishing a company step-by-step, gradually realizing the goal of operating independently as aperformance group. This study takes the OneSong Orchestra as an example to compile the decision-making process in the orchestra's transformation into a company operations, explore the impact of stable salary on the work attitude of the members, and analyze the profitability criteria from four significant aspects of Business Model Canvas: (1) Firm "Value proposition"; (2) Strong support from "Enterprises"; (3) Flexible use of strategies to engage with "Customers"; (4) Accurate "Financial responsibility." Understanding the business model concept is critical to a company's performance. This study is about how to ensure artistic excellence while meeting profitability requirements. It shows that introducing innovative business model concepts into the performing arts industry and modifying the structure accordingly will help performing arts groups improve their financial structure, maintain operational independence, expand possibilities for development, and gain opportunities for sustainable operations.
Many domestic professional orchestras have a long history of development. Still, most are publicly funded orchestras with the government's official budget to perform public tasks, while most privately funded orchestras are part-time. Privately funded orchestras are rarely full-time when first founded, and they also have to rely on government subsidies to maintain their operations. As the first domestic for-profit professional orchestra, "OneSong Orchestra" has built an innovative business model and achieved stable performance after establishing a company step-by-step, gradually realizing the goal of operating independently as aperformance group. This study takes the OneSong Orchestra as an example to compile the decision-making process in the orchestra's transformation into a company operations, explore the impact of stable salary on the work attitude of the members, and analyze the profitability criteria from four significant aspects of Business Model Canvas: (1) Firm "Value proposition"; (2) Strong support from "Enterprises"; (3) Flexible use of strategies to engage with "Customers"; (4) Accurate "Financial responsibility." Understanding the business model concept is critical to a company's performance. This study is about how to ensure artistic excellence while meeting profitability requirements. It shows that introducing innovative business model concepts into the performing arts industry and modifying the structure accordingly will help performing arts groups improve their financial structure, maintain operational independence, expand possibilities for development, and gain opportunities for sustainable operations.
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公司化, 職業樂團, 商業模式, 灣聲樂團, Corporatization, Professional Orchestra, Business Model, OneSong Orchestra