| 摘要(英) |
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. |
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