|Abstract: ||自2002年政府頒布「挑戰2008國家重點發展計畫」之「文化創意產業發展計畫」至今已十四年，「產業文創化、文創產業化」的口號已讓全台灣的企業及百姓們朗朗上口，發展時至今日，文創產業從業家數已超過六萬家，仍未見大幅的成長並成為台灣經濟成長的關鍵性產業，其中工藝產業自2009年至2014年的整體營業額呈現下滑的趨勢，需求面仍以內銷為主，外銷更是逐年降低。台灣製造能力很強，但是過往以代工為主的產業，其行銷方式與文創產業所需的模式迥然不同的，觀察此現象，本研究試圖在一般討論行銷組合4P (product, price, place, promotion) 的架構下，另外增加2P (people, position)，且透過成功的工藝產業廠商的個案分析，深入探討各廠商於2002年之前，各企業在既有的經營規模基礎下，除了行銷組合6P之外，還有其他的關鍵因素，支撐其轉型為文創產業而獲致成功的條件。|
根據研究結果及所選取的個案廠商分析，皆於政府推動文化創意產業前，就已發展至既定的規模，當轉型至文創產業的領域時，可省卻不少力氣，但現今台灣多數為中小企業或微型企業，且多為新投入者，如何讓新投入者將整體產業坐大並具國際競爭力，除業者努力之外，也需要政府政策持續改善產業的環境及培植廠商的實力。;Since 2002, “Challenge 2008 National Key Development Plan” of the “Cultural and Creative Industry Development Plan” issuing by the government has been fourteen years. Companies and people of Taiwan are familiar with both slogans “cultural-creativization of industry” and “industrialization of cultural and creative”. Along with the development, up to now, there are more than sixty thousand cultural and creative industries companies, which is still not growth substantially and did not become a key industry for Taiwan’s economic growth. Among the cultural and creative industry, the whole business of 2009-2014 in technology industry has a downward trend, which depends on domestic demand side, while export is reduced year by year. Taiwan’s manufacturing capacity is very strong, but in the past, we mainly focused on foundry industry, which has a very different marketing pattern from the cultural and creative industry. This is a phenomenon observed in different industries. Hence, this study attempts to discuss general marketing mix 4P (product, price, place, and promotion) architecture, an additional 2P (people, position). Also, based on analysis through successful case of industrial technology class manufacturers, we deeply study of the manufacturers operating basis all enterprises already have in 2002. Besides, in addition to outside marketing mix 6P, there are other key factors to support its transformation into a cultural and creative industry and to achieve success conditions.
The present study concluded that the essential factors for successfully operating cultural and creative craft class industry are “master of its own technology or key technology, have ability of innovative design, often win awards in the country, get media attention, have differentiated products with competitors in order to have the ability to set price, have the direct stores in Taiwan or China, and at least build an official website or Facebook fans to interact with consumers.” If it is possible, establish a museum and make some experience activities are much better.
Want to expand their territory to become the industry leader in technology class, the advanced conditions must be “operators have a strong ambition, win prizes abroad, involve in many external industry-related social activities persistently, clear market positioning, or have more tools to promote activities to strengthen the force, and publications.”
Furthermore, desiring be promoted to international business, even more stringent conditions must be “has a solid business foundation as the transformation of the most powerful pillars, be able to raise working capital, have high international visibility, make marketing budget provision to a particular magazine media advertisement, increase the breadth of access through foreign agents, be able to organize VIP customer activity and manage customer relationship.”
Based on the findings and analysis of the selected case study, to sum up, before the government promote cultural and creative industry, the industry has been developed to a specific scale. When the company transform to the field of cultural and creative industry, they can save a lot of effort. Nowadays, the majority of companies in Taiwan are SMEs or micro-enterprises, and more for new investment. Therefore, how to grow the whole industry and improve international competitiveness with the new investors? In addition to the companies’ own efforts, government’s policies also play a vital role in improving the industrial environment continuously and cultivating manufacturers’ strengths.