地方創生商業模式－以彰化縣港灣溜魚文化工作室為例

Abstract

自地方創生風潮興起以來，越來越多返鄉青年投入在地事務與文化資源的再生行動。其中《港灣溜魚文化工作室》的出現。改變了傳統漁村單一產業導向的營運模式，將食魚教育融入商業策略，走出一條結合文化傳承、環境教育與地方行銷的創新路徑。當我們回頭審視，會不禁想問：這樣的模式究竟是如何發展的？地方團隊在建構食魚教育品牌的過程中，所面對的資源整合與變現方式為何？而此營運模式是否具有永續性？有鑑於此，本研究試圖從「商業模式」的觀點，藉由Osterwalder與Pigneur提出之商業模式圖（Business Model Canvas, BMC）架構，將研究對象設定為：「以食魚教育為核心、透過體驗活動與文化內容推動永續觀念之在地創新團隊——港灣溜魚文化工作室」，並從以下三大面向進行探問：（1）港灣溜魚發展的歷程脈絡？（2）食魚教育的經營特性（3）港灣溜魚的商業模式圖是如何？本研究採取個案研究法，綜合深度訪談與參與觀察法進行資料蒐集與分析，以探索「港灣溜魚文化工作室」在食魚教育推廣過程中的通路經營策略與商業模式建構。研究結果發現：（1）政策資源在創業初期提供穩定基礎；（2）團隊善用社會資本，串連地方人脈與跨域合作，打造穩健收益流（3）以互惠共生為價值主張，取代傳統交易導向（4）採取以專案為主的彈性營運模式，降低固定成本。最終，本研究提出「地方創生商業模式」概念，並針對類似實踐團隊如何建構永續營運機制提出建議。研究結果有助於深化對地方創生實踐中的營運模式理解，亦可作為未來相關團隊或政策推動的參考依據。Since the rise of the Regional Revitalization, an increasing number of young people returning to their hometowns have engaged in actions to regenerate local affairs and cultural resources. One notable example is the emergence of Harbor Fishing Studio, which transformed the traditional single-industry operating model of a fishing village by integrating fish consumption education into its business strategy.This approach forged an innovative path that combines cultural heritage, environmental education, and place marketing. Looking back, one cannot help but ask: How did this model develop? What resource integration and monetization approaches did the team employ in building a fish consumption education brand? And is this operating model sustainable? In response to these questions, this study adopts a business model perspective, employing the Business Model Canvas (BMC) framework proposed by Osterwalder and Pigneur. The research subject is defined as a local innovative team that centers on fish consumption education and promotes sustainability through experiential activities and cultural content — Harbor Fishing Studio.The study explores three main aspects: (1) the developmental context of Harbor Liouyu; (2) the operational characteristics of fish consumption education; and (3) Harbor Fishing Studio’s business model . This research uses a case study approach, integrating in-depth interviews and participant observation for data collection and analysis. It explores Harbor Fishing Studio’s channel strategies and business model construction in the process of promoting fish consumption education.The findings show that: (1) policy support provided a stable foundation during the startup phase; (2) the team effectively leveraged social capital, linking local networks and cross-domain collaborations to create a steady revenue stream; (3) a value propositionof mutualistic symbiosis was adopted, replacing the traditional transaction-oriented approach; and (4) a flexible, project-based operational model was implemented to reduce fixed costs. Finally, this study proposes the concept of a “The Business Model of Regional Revitalization”and offers suggestions for similar initiatives on establishing sustainable operational mechanisms. The results deepen the understanding of operational models in local revitalization practice and can serve as a reference for future teams or policy initiatives.