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題名 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
作者 謝宜臻
Hsieh, Yi-Chen
貢獻者 吳豐祥
Wu, Feng-Shang
謝宜臻
Hsieh, Yi-Chen
關鍵詞 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
日期 2018
上傳時間 29-八月-2018 16:03:35 (UTC+8)
摘要 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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Afuah, A., & Tucci, C. (2001). Internet Business Models and Strategies.
Bilton, C. (2007). Management and Creativity: From Creative Industries to Creative Management. Oxford: Blackwell.
Bryman, A. (2004). Social Research Methods: Oxford University Press.
Caves, R. E. (2000). Creative Industries: Contracts Between Art and Commerce: Harvard University Press.
Chesbrough, H. W., & Rosenbloom, R. S. (2000). The Role of the Business Model in Capturing Value from Innovation: Evidence from Xerox Corporations`s Technology Spinoff Companies: Division of Research, Harvard Business School.
de Lassus, C., & Anido Freire, N. (2014). Access to the luxury brand myth in pop-up stores: A netnographic and semiotic analysis. Journal of Retailing and Consumer Services, 21(1), 61-68. doi:10.1016/j.jretconser.2013.08.005
Devenow, A., & Welch, I. (1996). Rational herding in financial economics. European Economic Review, 40(3), 603-615. doi:https://doi.org/10.1016/0014-2921(95)00073-9
Edelson, S. (2009). Pop-ups offer retailers multiple benefits. Women’s Wear Daily, 197(105), 12.
Garnham, N. (2005). From Cultural to Creative Industries (Vol. 11).
Hambrick, D. C., & Mason, P. A. (1984). Upper Echelons: The Organization as a Reflection of Its Top Managers. The Academy of Management Review, 9(2), 193-206. doi:10.2307/258434
Hamel, G. (2000). Leading the Revolution. New York: Harvard Business School Press.
Hartley, J. F. (1983). Ideology and Organizational Behavior. International Studies of Management & Organization, 13(3), 7-34. doi:10.1080/00208825.1983.11656364
Hirschman, E. C. (1983). Aesthetics, Ideologies and the Limits of the Marketing Concept. Journal of Marketing, 47(3), 45-55. doi:10.2307/1251196
Huberman, A. M., & Miles, M. B. (2002). The Qualitative Researcher`s Companion Retrieved from http://methods.sagepub.com/book/the-qualitative-researchers-companion doi:10.4135/9781412986274
Johansson, F. (2006). The Medici Effect: What Elephants and Epidemics Can Teach Us about Innovation: Harvard Business School Press.
Johnson, M. W. L., A.G. (2010). Seizing the White Space: Business Model Innovation for Growth and Renewal: Harvard Business Press.
Kim, H., Fiore, A. M., Niehm, L. S., & Jeong, M. (2010). Psychographic characteristics affecting behavioral intentions towards pop‐up retail. International Journal of Retail & Distribution Management, 38(2), 133-154. doi:doi:10.1108/09590551011020138
Konczal, E. F. (1975). Models Are for Managers, Not Mathematicians,. Journal of Systems Management, 26(1), 12-14.
Lodge, G. C. (1990). The Uses of Ideology for Managers: Harvard Business School.
Magretta, J. (1998). The Power of Virtual Integration: An Interview With Dell Computer’s Michael Dell. Harvard Business Review, 76(2), 72-84.
Marciniak, R. and Budnarowska, C. (2009), “Marketing approaches to pop-up stores:
exploration of social networking”, paper presented at 15th Conference of the European Association of Education and Research in Commercial Distribution, Surrey, July.
Miller, D., & Joulouse, J.-M. (1986). Chief Executive Personality
and Corporate Strategy and Structure in Small Firms. Management Science, 32(11), 1389-1409.
Mitchell, D., & Coles, C. (2003). The ultimate competitive advantage of continuing business model innovation. The Journal of Business Strategy, 24(5), 15-21. doi:10.1108/02756660310504924
Niehm, L. S., Fiore, A. M., Jeong, M., & Kim, H. J. (2007). ‘Pop-up retail’ acceptability as an innovative business strategy and enhancer of the consumer shopping experience. Journal of Shopping Center Research, 13(2), 1-30.
Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers: John Wiley & Sons.
Palmer, T. (2002). Sensing a Winner: Touchy-Feely Marketing is Being Employed by FMCG Companies as They Seek Alternatives to the Traditional Marketing Media to Give Key Consumers a Comprehensive Brand Experience. Grocer.
Pomodoro, S. (2013). Temporary retail in fashion system: an explorative study. Journal of Fashion Marketing and Management: An International Journal, 17(3), 341-352. doi:doi:10.1108/JFMM-07-2012-0033
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Schmitt, B. H. (2000). Experiential Marketing: How to Get Customers to Sense, Feel, Think, Act, Relate. New York: Free Press.
Selz, D. (1999). Value webs : emerging forms of fluid and flexible organizations : Thinking, organizing, communicating, and delivering value on the internet.
Shi, C. and Warnaby, G. (2014), “Pop-up retailing: managing the temporality of the brand experience”, paper presented at 2nd International Colloquium on Design, Branding and Marketing, Nottingham, 9-10 December.
Stoneman, P. (2010). Soft Innovation: Economics, Product Aesthetics, and the Creative Industries. Oxford: Oxford University Press.
Surchi, M. (2011). The temporary store: a new marketing tool for fashion brands. Journal of Fashion Marketing and Management: An International Journal, 15(2), 257-270. doi:10.1108/13612021111132672
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Timmers, P. (1998). Business Models for Electronic Markets. Electronic Markets, 8(2), 3-8. doi:10.1080/10196789800000016
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Warnaby, G., Kharakhorkina, Varvara, Shi, Charlotte, Corniani, Margherita. (2015). Pop-up retailing: Integrating objectives and activity stereotypes. Journal of Global Fashion Marketing, 6(4), 303-316. doi:10.1080/20932685.2015.1070680
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Yin, R. K. (2003). Case study research : design and methods (3rd ed. ed.). Thousand Oaks, Calif.: Sage Publications.
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文建會. (2004). 〈文化創意產業發展計畫〉. 台北: 行政院文化建設委員會.
王素彎. (2006). 臺灣文化創意產業發展現況. 經濟前瞻, 107期, 1-8.
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產業概論. 台北: 五南圖書出版股份有限公司.
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描述 碩士
國立政治大學
科技管理與智慧財產研究所
105364113
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0105364113
資料類型 thesis
dc.contributor.advisor 吳豐祥zh_TW
dc.contributor.advisor Wu, Feng-Shangen_US
dc.contributor.author (作者) 謝宜臻zh_TW
dc.contributor.author (作者) Hsieh, Yi-Chenen_US
dc.creator (作者) 謝宜臻zh_TW
dc.creator (作者) Hsieh, Yi-Chenen_US
dc.date (日期) 2018en_US
dc.date.accessioned 29-八月-2018 16:03:35 (UTC+8)-
dc.date.available 29-八月-2018 16:03:35 (UTC+8)-
dc.date.issued (上傳時間) 29-八月-2018 16:03:35 (UTC+8)-
dc.identifier (其他 識別碼) G0105364113en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/119797-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 科技管理與智慧財產研究所zh_TW
dc.description (描述) 105364113zh_TW
dc.description.abstract (摘要) 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。		zh_TW
dc.description.abstract (摘要) 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.		en_US
dc.description.tableofcontents 表目錄 V
圖目錄 VI
第一章 緒論 1
第一節 研究背景與研究動機 1
第二節 研究目的與研究問題 2
第二章 文獻回顧 3
第一節 文化創意產業 3
第二節 快閃店 10
第三節 商業模式 13
第四節 經營理念 20
第五節 文獻小結 21
第三章 研究方法 23
第一節 研究架構 23
第二節 研究變項說明 24
第三節 研究設計 26
第四章 個案研究 29
第一節：「KAMARO’AN」個案 30
第二節：「針線勤」個案 43
第三節：「沙伯迪澳」個案 52
第四節 個案比較 66
第五章 研究發現與討論 70
第六章 研究結論與建議 79
第一節 研究結論 79
第二節 實務上的建議 82
第三節 後續研究建議 84
參考文獻 86
附錄 90		zh_TW
dc.format.extent 3182282 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0105364113en_US
dc.subject (關鍵詞) 文化創意產業zh_TW
dc.subject (關鍵詞) 快閃店zh_TW
dc.subject (關鍵詞) 商業模式zh_TW
dc.subject (關鍵詞) 華山1914 文化創意產業園區zh_TW
dc.subject (關鍵詞) Cultural and creative industryen_US
dc.subject (關鍵詞) Pop-up storesen_US
dc.subject (關鍵詞) Business modelen_US
dc.subject (關鍵詞) Huashan 1914 creative parken_US
dc.title (題名) 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zh_TW
dc.title (題名) A Research on the Business Model of Cultural and Creative Pop-up stores: A Case Study of KAMARO’AN, Pins & Needles and SOBDEALLen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 英文文獻
Afuah, A., & Tucci, C. (2001). Internet Business Models and Strategies.
Bilton, C. (2007). Management and Creativity: From Creative Industries to Creative Management. Oxford: Blackwell.
Bryman, A. (2004). Social Research Methods: Oxford University Press.
Caves, R. E. (2000). Creative Industries: Contracts Between Art and Commerce: Harvard University Press.
Chesbrough, H. W., & Rosenbloom, R. S. (2000). The Role of the Business Model in Capturing Value from Innovation: Evidence from Xerox Corporations`s Technology Spinoff Companies: Division of Research, Harvard Business School.
de Lassus, C., & Anido Freire, N. (2014). Access to the luxury brand myth in pop-up stores: A netnographic and semiotic analysis. Journal of Retailing and Consumer Services, 21(1), 61-68. doi:10.1016/j.jretconser.2013.08.005
Devenow, A., & Welch, I. (1996). Rational herding in financial economics. European Economic Review, 40(3), 603-615. doi:https://doi.org/10.1016/0014-2921(95)00073-9
Edelson, S. (2009). Pop-ups offer retailers multiple benefits. Women’s Wear Daily, 197(105), 12.
Garnham, N. (2005). From Cultural to Creative Industries (Vol. 11).
Hambrick, D. C., & Mason, P. A. (1984). Upper Echelons: The Organization as a Reflection of Its Top Managers. The Academy of Management Review, 9(2), 193-206. doi:10.2307/258434
Hamel, G. (2000). Leading the Revolution. New York: Harvard Business School Press.
Hartley, J. F. (1983). Ideology and Organizational Behavior. International Studies of Management & Organization, 13(3), 7-34. doi:10.1080/00208825.1983.11656364
Hirschman, E. C. (1983). Aesthetics, Ideologies and the Limits of the Marketing Concept. Journal of Marketing, 47(3), 45-55. doi:10.2307/1251196
Huberman, A. M., & Miles, M. B. (2002). The Qualitative Researcher`s Companion Retrieved from http://methods.sagepub.com/book/the-qualitative-researchers-companion doi:10.4135/9781412986274
Johansson, F. (2006). The Medici Effect: What Elephants and Epidemics Can Teach Us about Innovation: Harvard Business School Press.
Johnson, M. W. L., A.G. (2010). Seizing the White Space: Business Model Innovation for Growth and Renewal: Harvard Business Press.
Kim, H., Fiore, A. M., Niehm, L. S., & Jeong, M. (2010). Psychographic characteristics affecting behavioral intentions towards pop‐up retail. International Journal of Retail & Distribution Management, 38(2), 133-154. doi:doi:10.1108/09590551011020138
Konczal, E. F. (1975). Models Are for Managers, Not Mathematicians,. Journal of Systems Management, 26(1), 12-14.
Lodge, G. C. (1990). The Uses of Ideology for Managers: Harvard Business School.
Magretta, J. (1998). The Power of Virtual Integration: An Interview With Dell Computer’s Michael Dell. Harvard Business Review, 76(2), 72-84.
Marciniak, R. and Budnarowska, C. (2009), “Marketing approaches to pop-up stores:
exploration of social networking”, paper presented at 15th Conference of the European Association of Education and Research in Commercial Distribution, Surrey, July.
Miller, D., & Joulouse, J.-M. (1986). Chief Executive Personality
and Corporate Strategy and Structure in Small Firms. Management Science, 32(11), 1389-1409.
Mitchell, D., & Coles, C. (2003). The ultimate competitive advantage of continuing business model innovation. The Journal of Business Strategy, 24(5), 15-21. doi:10.1108/02756660310504924
Niehm, L. S., Fiore, A. M., Jeong, M., & Kim, H. J. (2007). ‘Pop-up retail’ acceptability as an innovative business strategy and enhancer of the consumer shopping experience. Journal of Shopping Center Research, 13(2), 1-30.
Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers: John Wiley & Sons.
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dc.identifier.doi (DOI) 10.6814/THE.NCCU.TIIPM.022.2018.F08-