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政大典藏 > College of Commerce > Graduate Institute of TIPM > Theses > Item 140.119/119797

Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/119797

Title:	文化創意快閃店之商業模式 : 以KAMARO’AN、針線勤與沙伯迪澳為例 A Research on the Business Model of Cultural and Creative Pop-up stores: A Case Study of KAMARO’AN, Pins & Needles and SOBDEALL
Authors:	謝宜臻 Hsieh, Yi-Chen
Contributors:	吳豐祥 Wu, Feng-Shang 謝宜臻 Hsieh, Yi-Chen
Keywords:	文化創意產業快閃店商業模式華山1914 文化創意產業園區 Cultural and creative industry Pop-up stores Business model Huashan 1914 creative park
Date:	2018
Issue Date:	2018-08-29 16:03:35 (UTC+8)
Abstract:	近年來，台灣逐漸興起開「快閃店」的風氣，除了大型品牌會開設快閃店之外，也開始有新品牌、小品牌透過快閃店的形式推廣，其中，在華山1914文化創意園區舉辦快閃店是其中一個案例。自2014年開始，華山文創園區以「快閃店」的形式邀請文創團隊進駐，帶動國內「文創快閃店」的風氣，讓文創團隊除了短期的市集、長期的常駐形式之外多了「快閃」的選擇。本研究希望了解為何文創團隊會選擇以「快閃店」的形式經營，了解創業者的經營理念，並且探究其商業模式，以及了解文化創意產業以及快閃店的產業特性如何影響文創團隊經營快閃店的模式。本研究採用Osterwalder & Pigneur (2010)的商業模式作為研究架構，並以質性個案的訪談方式研究個案店家。本研究得到的結論包括：(1)文創快閃店的經營者會運用自身的「知識與專業」去彌補產業的缺口，並且以此做為產品「生產」以及「設計」的創新推動力；(2)文創快閃店會透過舉辦講座、工作坊等活動「發掘潛在顧客」，在設計產品的階段會重視與「顧客的溝通」，並且藉著推出限定商品的方法吸引「顧客消費」；(3)文創快閃店的經營形式會包含「店面」與「展覽」的性質，並且重視店內產品擺設的方式是否能夠傳遞品牌的理念；(4)文化創意以及快閃店的產業特性會反映在文創快閃店「產品設計」的創新以及「工作坊、手作課程」等體驗活動的規劃，並且以「快閃店」的形式做為拓展品牌知名度以及了解市場的方法。 These days, not only big brands but also small brands have started to use the form “Pop-up Stores” to promote their brands in Taiwan. Huashan 1914 Creative Park is one of the example. Since 2014, Huashan Creative Park has invited cultural and creative teams to join as pop-up stores. This gives the cultural and creative teams another option apart from short-term rental “markets” and long-term rental “stores”. This study seeks to answer reasons why cultural and creative teams operate as “pop-up stores”, understand their business philosophy, and explore the business model. Besides, this study aims to find out how and why the characteristics of cultural and creative industry and pop-up store affect business model. This research uses Osterwalder & Pigneur’s business model (2010) as framework, and adopts a qualitative approach, in the form of case studies of three cultural and creative teams. The findings are: (1) The owners of the Cultural and Creative Pop-up Stores utilize their professional backgrounds to fill the industry gaps, and innovate product production and design. (2) Cultural and Creative Pop-up Stores hold lectures and workshops to discover potential customers, and value customer communications during product design. In the end, they utilize the temporary nature of pop-up stores to urge consumption. (3) The operation of Cultural and Creative Pop-up Stores often includes the characteristics of “store” and “exhibition”, and the owners concern whether store arrangement can convey brand value. (4) The characteristics of cultural and creative industry and pop-up stores affect owners to innovate product design and organize workshops to enhance experiential experiences, also, the owners activate pop-up stores to test the market and gain market intelligence.
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Description:	碩士國立政治大學科技管理與智慧財產研究所 105364113
Source URI:	http://thesis.lib.nccu.edu.tw/record/#G0105364113
Data Type:	thesis
DOI:	10.6814/THE.NCCU.TIIPM.022.2018.F08
Appears in Collections:	[Graduate Institute of TIPM] Theses

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