政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/101357
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  全文筆數/總筆數 : 109952/140887 (78%)
造訪人次 : 46279907      線上人數 : 1288
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
搜尋範圍 查詢小技巧：
  • 您可在西文檢索詞彙前後加上"雙引號"，以獲取較精準的檢索結果
  • 若欲以作者姓名搜尋，建議至進階搜尋限定作者欄位，可獲得較完整資料
    •  進階搜尋
    政大機構典藏 > 學術期刊 > 廣播與電視 > 期刊論文 >  Item 140.119/101357


    請使用永久網址來引用或連結此文件: https://nccur.lib.nccu.edu.tw/handle/140.119/101357


    題名: 客家流行音樂獨立廠牌經營策略之研究
    其他題名: A business strategy study of Hakka pop music independent label
    作者: 吳翠松
    關鍵詞: 客家音樂獨立廠牌;經營策略;吉聲影視;龍閣文化;漢興 傳播;Porter 策略分析架構
    Hakka pop music independent label;business strategy;differentiation strategy;cost leadership strategy
    日期: 2013-12
    上傳時間: 2016-09-05 17:22:18 (UTC+8)
    摘要: 本論文以成立超過二十五年的吉聲影視、龍閣文化和漢興傳播為研究對象，以深度訪談法探究客家音樂獨立廠牌的經營策略。研究一共訪談三大唱片公司主要負責人、創意總監和廠牌歌手共七位受訪者，將訪談資料整理後，依Porter的分析架構，將客家音樂獨立廠牌的經營策略分為1998年前後兩大時期做說明。\\r研究結果發現，1998年以前，三家客家獨立廠牌較有組織，亦願雇用專職人員為歌手量身訂做唱片，與一般流行音樂市場一樣，較強調行銷，但又因定位在客家地區，較具特殊性，如以Porter的論點來檢視客家流行音樂獨立廠牌的經營策略，我們可以說，早期的經營策略較偏向「差異化」策略，即以其獨特性的優勢競爭於廣泛目標市場。相較之下，1998年後，因為唱片市場不景氣，三家客家獨立廠牌的唱片作品，雖在音樂市場上有其差異性，但由於幾乎不做行銷，完全未突顯其產品特殊性，再加上亦未針對其特殊目標眾進行任何宣傳，將人力成本減至最低，亦不再花費於行銷和歌手訓練上，轉而採取的經營策略可說是較偏向「成本領導策略」。
    This paper primarily explores the business strategy of Hakka pop music independent label. In this paper we adopt porter’s generic strategies to be explained frameworks. Porter’s generic strategies are Cost Leadership, Differentiation and Focus. The cost leadership strategy advocates gaining competitive advantage due to the lowest cost of production of a product or service. The differentiation strategy involves creation of differentiated products for different segments.The `focus` strategy involves focusing on a narrow, defined segment of the market, also called a “niche” segment. For further to understand the changes for the business strategy, the research time was divided into two periods with 1998 and interviewed 3 Hakka pop music independent label’s managers, 3 Hakka pop music independent label’s singers and one Hakka pop music independent label’s creative director . The research results reveal that three Hakka independent labels stressed on marketing and positioned Hakka area, according to the Porter’s generic strategies framework , we can say that the business strategy was more oriented toward "differentiation" strategy before 1998. In contrast, because the pop music market is in a slump, the three Hakka pop music labels rarely spend money on marketing and singers training. In favor of taking over the business strategy was “cost leadership strategy” after 1998.
    關聯: 廣播與電視, 37, 1-34
    Journal of Radio & Television Studies
    資料類型: article
    顯示於類別:[廣播與電視] 期刊論文

    文件中的檔案:

    檔案 描述 大小格式瀏覽次數
    37(1-34).pdf927KbAdobe PDF2850檢視/開啟


    在政大典藏中所有的資料項目都受到原著作權保護.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - 回饋