從臺北大巨蛋停工危機探討遠雄企業團品牌形象轉變

Abstract

本研究旨在探討臺北大巨蛋在危機爆發後的危機管理的過程中，如何重新形塑遠雄企業團的品牌形象。透過文獻分析法、參與觀察法以及半結構式深度訪談法，訪問遠雄企業團副總蔡宗易，蒐集大巨蛋危機處理相關資料。研究結果發現，遠雄巨蛋公司以安全為主軸回應臺北市政府疑慮，但是臺北市政府掌握話語權，因此危機潛伏期與爆發期呈現遠雄「做什麼都不對」的情形。處理危機方式上，此時期以出書、記者會、法律途徑為主，但效果不彰；危機爆發期後轉變以網路社群搭配影片方式，儘管仍無法奪回話語權，可是已逐漸收到成效。形象轉變上，遠雄企業團尚未接手大巨蛋前的梟雄形象，到剛接手受到民眾期待帶來人潮與錢潮，危機爆發時成為「擦屁股工程」。僅管困難重重，趙藤雄董事長仍以「要做，就要做最好的」之遠雄企業團精神，勉勵團隊打造「全球最好的巨蛋」，藉此達到品牌行銷目的，並且重振「趙藤雄」此一品牌。The purpose of this study is to investigate how Farglory Corporate rebuild brand image. In this study, documentary analysis, semi-structured interview, and case study are adopted. Results are represented as follows: first, Farglory Corporate responded to Taipei City Government by emphasizing safety. But Taipei City Government owns power of discourse, Farglory Corporate did nothing right in first and second period of danger issues. Second, Farglory Corporate printed guide books, held press, and sued for that in first period. Then, Farglory Corporate used social media such as facebook to convey its image which is safety. Although Farglory Corporate could not get power of discourse back, the issue has been turned to bright side. It is a huge work to build the greatest dome in the world, president Zhao stills insists to do it with faith of “do the best”, which is spirit of Farglory Corporate. Most of importantly, rebuild fame of Zhao.