模特兒經紀公司策略轉型之研究-以凱渥個案為例

Abstract

台灣模特兒經紀產業已有六十年歷史，隨著時代不斷的演化而成為獨特的生態鏈。2004年，林志玲爆紅而產生的「名模現象」，不但改變了模特兒產業的生態，同時也牽動了社會、文化、經濟等層面。本研究以台灣大型模特兒經紀公司「凱渥」為研究案例，研究與探討模特兒經紀公司之企業生命週期: 分別以草創期（1986年-1996年）、茁壯期（1997年-2007年）、成長期（2008年至今），透過五力分析、策略形貌分析法及資源基礎理論做各階段分析，還原其企業形貌及產業發展。

透過單一個案跨時研究發現，當模特兒產業由單一仲介的經紀人角色到專業團隊的形成，「專業模特兒經紀公司」成為時尚產業、媒體行銷傳播產業的主要供應商，不僅是供應「模特兒」需求，隨著市場的變化，模特兒經紀公司也需要不斷的增列服務內容，延伸價值活動並將其經濟效益做到利潤最大。傳統模特兒經紀公司之價值鏈著重在主要活動及輔助活動而產出，但是還原本個案之企業歷程過程中，可發現本個案的階段性策略，創新將輔助活動轉為主要價值活動，而成為知識型服務內容，並增加其價值鏈的完整性。本個案研究之結論，模特兒經紀產業的「創新轉型」，需要不間斷地在個人技能及知識與組織內部作垂直整合，對應市場做出策略決策增加品牌競爭優勢，透過系統式循環不斷優化與修正策略。Model agent industry of Taiwan has a history of sixty years, and has become a unique ecological chain with the continuous evolution of the times. In 2004, the"supermodel phenomenon" caused by Chiling Lin's popularity not only changed the ecology of the model industry, but also affected the social, cultural, and economic aspects. This research uses a large model agent company “Catwalk Production House” in Taiwan as a case study and discuss the corporate live cycle of model agent company from the startup period (1986-1996), the prosperity period (1997-2007), and the growth period (2008 to present). Through five forces analysis, strategic matrix analysis and resource-based theory to do various stages of analysis to restore its corporate morphology and industrial development.

Regarding to a single case study across time, it was found that when the modeling industry has evolved from a single agent to a professional team, the"professional model agent company" has become the main supplier of the fashion industry and the media marketing and communication industry. With the changes in the market, model agent company also need to continuously add service content, extend value activities and maximize their economic benefits. The value chain of the traditional model agent company focuses on the main activities and auxiliary activities. However, the strategic innovation of the case company was transforming the auxiliary activities of the value chain into the main activities and becoming a highly integrated, knowledge-based service provider in the fashion industry.

The conclusion of this case study is that innovative transformation of the model agent industry requires continuous integration of personal skills and knowledge into internal organization, making strategic decisions corresponding to the external market to increase brand competitiveness, and continuous optimization through a systematic cycle.