政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/131026

政大典藏 > College of Commerce > Executive Master of Business Administration > Theses > Item 140.119/131026

Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/131026

Title:	藝術IP授權市場產品差異化策略之研究，以IP授權商品為例 Differentiation Strategy of the Art Intellectual Property Licensing Market - example of Intellectual Property Authorized Products
Authors:	黃嘉菱 Huang, Chia-Ling
Contributors:	宋皇志黃嘉菱 Huang, Chia-Ling
Keywords:	藝術授權 IP授權藝術文創文創衍生品 IP Licensing Authorization Cultural creativity Cultural peripheral products
Date:	2020
Issue Date:	2020-08-03 17:44:07 (UTC+8)
Abstract:	藝術無遠弗屆,人類在滿足物質慾望後進入追求精神層面,藝術可屏除語言隔閡,透過五感產生共鳴與互動,市場不侷限於單一區域,透過數位科技,不需親臨現場就能觀賞到藝術品,這般魔力締造全新的市場需求。早期藝術創作與鑑賞掌握於皇室及少數權冑手中,拜科技及智慧財產權發展,藝術品不再是少數人的禁臠,藝術IP授權衍生產品如雨後春筍般湧出,博物館、民間藝術機構、個人工作室、藝術家紛紛投入這碩大的商機森林,無論使用本身既有的典藏品轉化抑或是自行創作, 藝術沒有制式答案,主觀喜愛的特質讓新藍海成為眾人無垠的宇宙空間。本研究著重探討藝術IP授權市場產品的差異化,研究試圖就:1.藝術IP授權產品分類與概況。2.藝術IP授權產品與自創IP授權商品的關聯性。3.IP授權商品的商業模式與未來發展,進行實例探討。研究發現,優秀的IP管理者具備文化性、同理心、觀察、洞見及創意的特質,了解智財權的優勢,懂得規避侵權及自保,加上策略結盟與異業合作,讓智財權在市場上持續孵化,將無形資產化為有形商業價值,讓自己不易被取代,這些創新團隊以動態競爭、法律、財務、行政管理等,達到產品差異化,創造公司經濟效益。　　Art has no borders. After we are satisfied with our material desires, we look into our spiritual needs. Art doesn’t have language barriers; art can be communicated through people’s five senses. The Art Market is not limited by one product or one territory. Through globalization, art that used to be appreciated in person now has a brand new market demand because of the magic of Intellectual Property (IP) licensing. 　　In the early days, only royals and some small but powerful groups of people had the privilege of making or appreciating art. Because of technology advancing and the concept of intellectual property, art is not limited to a small portion of people. More and more products produced by IP licensing are appearing in national museums, art museums, art institutions, and individual studios. More and more artists jumped into this new market with either their own existing collections or new creations. There’s no set rules or boundaries, objective preferences make this new market open and wide. 　　This study focuses on differentiation strategy of the Art IP Licensing Market which includes: 1. Art IP Licensing product categorization and current conditions. 2. The relationship between Art IP Licensing products and self-made IP authorized products. 3. The future of Art IP Licensing products and IP authorized products. 　　As per the findings from the previous researches, the excellent IP managers possesses some characteristics, including sense of culture, sympathy, observational capability, deep insights and creativities. They know the advantages of IP rights, how to avoid the legal infringements and well secure themselves in addition to the strategic and cross-industry alliance to make the IP rights to be mature on the market continuously. Therefore, they can transform the virtual property into the substantial commercial value so they will make themselves to be irreplaceable. These innovative team may create the substantial benefits for the companies through the product differentiations by leverage of the energies of dynamic competitiveness, legal, financial and administrative management.
Reference:	英文部份 Jean Baudrillard. (1981). For a critique of the political economy of the sign Telos Press, St. Louis (1981). CISAC GLOBAL COLLECTIONS REPOET. (2019). Cultural Times (2015年12月). In 2013,cultural and creative industries worldwide generated revenues of US$2,250b and employed 29 million people. Cultural Times, 15. Michael E. Dobbs. (2014年1月14日). Guidelines for applying Porter`s five forces framework: a set of industry analysis templates. Retrieved 2020年5月7日 from https://www.emerald.com/insight/content/doi/10.1108/CR-06-2013-0059/full/html?casa_token=bD7ddkuW5LQAAAAA:5xk6xqMUb3aEQW1W0r71Bx7-NBJ1Fk7URny6kGuW8ENfBB4VSRRj7KU4coXAgx75zfp7T4xyiJXX_TKk3-MJm7qWNHyyN5k_dIlaUjGVW_vVmtyQ Economic Impact of the Independent Museum Sector 2019 SUMMARY REPORT. (2019). EUIPO. (2019). IP Contribution. Retrieved 2020年4月27日 from EUIPO: https://euipo.europa.eu/ohimportal/en/web/observatory/ip-contribution; Fiona Tuck. (2015年2月25日). The Economic Impact of Museum in England. Retrieved 2020年4月24日 from https‭://‬www.artscouncil.org.uk/publication/economic-impact-museums-england‬‬‬‬‬ Global Licensing Survey. (2019). The Licensing Industry`s Only Comprehensive Annual Report. Retrieved 2020年4月25日 from https://licensinginternational.org/get-survey/ Micaela Marini Higgs. (2018年11月7日). Museums don`t just want gift shop to make money-they want them to shape our understanding of art. Retrieved 2020年04月25日 from https://www.vox.com/the-goods/2018/11/7/18072114/museum-gift-shops-art-money Karl Marx. (1976). Capital. A critique of political economy, Vol. 1, Penguin, London. Robert K. Yin. (2001). 個案研究法. 弘智出版. Jamie Larkin. (2016). All Museums will Become Department Store. Archaeology international(19), 109-121. LEC 觀眾分析報告來了. (2019年9月27日). Retrieved 2020年4月25日 from https‭://‬mp.weixin.qq.com/s/piCO9tpuXUt2WWUwhsVP1A‭?‬ ‬‬‬‬‬‬‬‬‬‬ Licensing International. (2019年07月). 連續五年，2018年全球授權商品零售額高達2803億美元. LICENSE GLOBAL, 60. Sharon Macdonald. (2018年11月7日). begin with the shop in order to find out what is important to see in the museum! From https://www.vox.com/the-goods/2018/11/7/18072114/museum-gift-shops-art-money Chris Michaels. (2017年6月20日). Museum business model in the digital economy. Retrieved 2020年4月27日 from https://www.nesta.org.uk/blog/museum-business-models-in-the-digital-economy/ Michal Lev-Ram. (2017年10月4日). Microsoft CEO Satya Nadella Says Empathy Makes You a Better Innovator. Retrieved 2020年4月25日 from FORTUNE: https://fortune.com/2017/10/03/microsoft-ceo-satya-nadella-says-empathy-makes-you-a-better-innovator/ Rina Elster Pantalony. (2013). Managing Intellectual Property for Museums. Paraskevidis Pavlos, & Andriotis Konstantinos. (2015年6月). Values of souvenirs as commodities. Tourism Management, pp. 1-10. Daniela Petrelli. (2016年11月26日). Tangible data aouvenirs as a bridge between a physical museum visit and online digital experience. Retrieved 2020年04月24日 from https://link.springer.com/article/10.1007/s00779-016-0993-x Michael E. Porter.(1980). Competitive Strategy.New York : Free Press. SAD. (1860). Science and Art Depeartmen (SAD)Seventh Report of the Science and Art Department ofthe Committee of Council on Education, London: George E, Eyre & William Spottiswoode. Jen Snowball. (2016年1月20日). Why art and culture contribute more to an economy than growth and jobs. Retrieved 2020年4月24日 from https://theconversation.com/why-art-and-culture-contribute-more-to-an-economy-than-growth-and-jobs-52224 Ming-Je Tang & Howard Thomas. (1994). Developing theories of strategy using dominance criteria. Journal of Management Studies(31), 209-224. The Museum of Modern Art Consolidated Financial Statements. (2018-2019年6月30日). Kelly Tyko. (2019年11月29日). Small Business Saturday, Museum Store Sunday highlight shopping alternatives to big box. Retrieved 2020年4月25日 from https://www.usatoday.com/story/money/2019/11/29/museum-store-sunday-small-business-saturday-2019-holiday-shopping/4331921002/ V&A. (2020). Brand licensing. Retrieved 2020年4月25日 from https://www.vam.ac.uk/info/brand-licensing Victoria and Albert Museum Annual Report and Accounts. (2018-2019). Yin R.K. (2009). Case study research Design and methods (4rd ed.). Thousand Oaks ca sage. Yin R. K. (2003). Case study research:Designad methods(3rd ed)Thousand Oaks,CA:sage. 中文部份天下雜誌,188 期. 策略是什麼?. (188). 文化部文化產業雙月報. (2018年12月). 台灣文化創意產業發展年報. (2019). 何秀玲. (2019年7月22日). 策略行銷/三麗鷗台灣區總經理李明勳譜寫IP經濟奇蹟. (經濟日報) Retrieved 2020 年 4 月 25 日 from https://money.udn.com/money/story/8944/3944821 典藏叢書. (2020年1月3日). 一、二戰後與國外交流頻仍的日本當代藝術展覽. 林宜標x王榮文/從魚拓教室到teamLab,林宜標的27年策展路.(2018年2月4日). Retrieved 2020 年 4 月 24 日 from https://www.huashan1914.com/w/huashan1914/creative_18022613024804911 林芳吟. (2020年4月). 訪談稿. 林榮泰. (2010).交鋒下的設計思考.In提姆‧布朗,設計思考改造世界 (pp. 17- 23). 聯經. 邱奕嘉. (2019). 由內而外的思考:資源能耐分析. 邱奕嘉. (2019). 策略的層級與內涵. 邱奕嘉. (102). 策略管理精論. 前程文化. 邱奕嘉,資源能耐分析. (2019). 邱奕嘉:經營模式設計. (2019). 邱奕嘉:營運範疇的設計. (2019). 徐顥恩. (2020年4月). 訪談稿. 高登賢. (2020年4月). 訪談稿. 商業週刊,李玟儀. (2019). 陳明哲談敵人思維,台積電最應注意的不是三星,動態競爭策略大師:要贏,你得想對手下兩步. 商業週刊(1652). 國立故宮博物院108年施政績效報告. (n.d.). 理財週刊. (2017). 頑石創意分割成立新事業體「頑石生活」. 理財週刊(855). 莊致嘉、游騰林. (2016年6月). 反省文化資本理論在台灣的有效性:文化品味、教育和階級的關聯性及其變遷. 台灣教育社會學研究, 16 (1), pp. 39-87. 許是祥. (1994). 企業策略管理. 中華企業管理發展中心. 陳明哲. (1996). 動態競爭策略探微. 台北: 智勝文化. (2010). 利用設計思考經營創新組合. In 提姆‧布朗, 設計思考改變世界 (pp. 210- 216). 聯經. 提姆‧布朗. (2010). 設計思考改變世界. 聯經. 經理人月刊. (2009 年3月3日). 五力分析:剖析產業環境掌握,林奐呈. Retrieved 2020年4月25日 from 經理人月刊: https://www.managertoday.com.tw/articles/view/1740 經濟部智慧財產局. (2020). Retrieved 2020年5月7日 from 經濟部智慧財產局: https://www.tipo.gov.tw/tw/mp-1.html 圖書館學與資訊科學大辭典. (2012). Retrieved 2020年5月8日 from https://terms.naer.edu.tw/detail/1678706/?index=2 臺灣文化創意產業發展年報. (2019). Retrieved 2020年5月8日 from https://stat.moc.gov.tw/Research.aspx?type=5 韓志翔,設計思考與創新. (2019).
Description:	碩士國立政治大學經營管理碩士學程(EMBA) 107932090
Source URI:	http://thesis.lib.nccu.edu.tw/record/#G0107932090
Data Type:	thesis
DOI:	10.6814/NCCU202001115
Appears in Collections:	[Executive Master of Business Administration] Theses

Files in This Item:

File	Description	Size	Format
209001.pdf		5720Kb	Adobe PDF2	0	View/Open

社群 sharing

Loading...