以組織定位來探討國家交響樂團樂季規劃及行銷策略

Abstract

表演藝術組織之組織定位將對其人事聘用、節目規劃、行銷策略等層面造成極大之影響。擁有明確之組織定位為一個團體必備之條件，對交響樂團來說更是如此，擁有明確之定位不管是對內或對外之營運都會有顯著之幫助。故本研究將以國家交響樂團為研究主體，並以NSO 2010/2011樂季至2020/2021樂季做為研究範圍，探究國家交響樂團組織架構及定位，並在確立其組織定位後分析樂團樂季規劃及行銷策略。此外，也進一步探究研究範圍內時任音樂總監呂紹嘉之樂季規劃風格、樂季節目形成之方式、樂季時程規劃以及NSO如何建立票房之行嘨策略與網路行銷。且國家交響樂團身為臺灣唯一音樂總監制之交響樂團，探究總監之於樂季節目所扮演的角色以及賦予樂團之形象。後續透過文獻分析與訪談之方式，使得國家交響樂團樂季節目規劃及行銷策略之整體面貌得以逐漸清晰。The organizational orientation of performing arts groups will have a great impact on personnel recruitment, program planning and marketing strategies. Having a clear organization is a prerequisite for a group, especially for a symphony orchestra. Having a clear positioning will help both internal and external operations significantly. Therefore, this study will take The National Symphony Orchestra as the research subject and the NSO music seasons from 2010/2011 to 2020/2021 as the research scope to explore the organizational structure and positioning of the National Symphony Orchestra, and analyze the planning and marketing strategies of the orchestra's music season after establishing its organizational positioning. . In addition, this research will explore the planning style of the then music director's music season, the way programs were formed, the schedule of the music season, and how NSO set up box office travel strategy and Internet marketing. In addition, the National Symphony Orchestra is the only symphony orchestra in Taiwan with the chief music supervisor. The role of the director in the music season program and the image of the orchestra are explored. Through literature analysis and interviews, the overall picture of the program planning and marketing strategy of the National Symphony Orchestra's music season is gradually clear.