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題名 藝文活動平台未來契機探討
Discovery of the Future Opportunities of Art and Cultural Activities Platform
作者 呂智隆
Lu, Chih-Lung
貢獻者 韓志翔
呂智隆
Lu, Chih-Lung
關鍵詞 平台
藝文表演
服務品質
顧客滿意
商業模式
日期 2020
上傳時間 1-Jul-2020 14:03:19 (UTC+8)
摘要 近年來隨著網路科技的發達與平台經濟的盛行，在各大產業中相繼出現平
台企業的經營，如零售業的 Amazon 及蝦皮購物、旅遊業的 Airbnb、外送餐飲業的 Uber Eats 及 Foodpanda、或是社交類的 Facebook、Instagram 等等，唯獨藝文產業尚未出現一強而有力的整合型平台。與此同時，台灣的藝文產業卻發展地相當艱辛：藝文市場人才的供給逐年攀升，但一般大眾觀賞表演的需求卻沒有相應增加，呈現供需失衡的問題。藝文市場未能健全運作，其中一部分的原因與藝文平台未能有效運作有關。

有鑑於此，本研究利用 Alexander Osterwalder 所提出的商業模式九宮格，參考各大知名台的設計，並結合平台設計與推薦系統原理，自行提出一套全新的藝文平台商業模式與介面設計，命名為 LiveX。同時，本研究採用服務品質與顧客滿意度等相關理論設計驗證架構，並以兩廳院 OpenArts 平台進行比較，藉由個別訪談、焦點團體訪談及專家業者訪談進行商業模式及介面設計的驗證。

研究結果發現：藝文平台內建個人化活動推薦系統、具 Instagram 水準的使用者體驗、具參考性的活動評價機制有助於提升平台服務品質。然而，作為一個新創平台，若要成功維運或提供專業化人士的接洽服務，需先提升平台的信譽與安全性，才能讓使用者在平台放心地進行付費交易。

在經營策略的部分，建議藝文平台經營者可從「吸引用戶」、「促進互
動」、「媒合」三個部分做優化改善：在吸引用戶的部分，應儘量符合使用者的期望做功能與介面的優化；在促進互動的部分，應思考如何提升平台的網絡外部性，藉以提升平台藝文資訊的曝光度；在促進媒合的部分，應善用大數據及 AI 技術，為使用者提供個人化的活動推薦，進而提升使用者對藝文表演活動的興趣。
In recent years, with the development of Internet technology and the prevalenceof platform economy, platform companies have emerged in various industries such as Amazon and Shopee in the retail trade, Airbnb in tourism, Uber Eats and Foodpanda in the food and the beverage industry, or social media such as Facebook, Instagram,etc. However, there isn`t a strong and integrated platform emerged in the art and performance industry. At the same time, Taiwan`s arts and performance industry are under a tough circumstance： the supply of talents in the arts and performance market is increasing year by year, but the general public`s demand for performances has not increased accordingly, presenting a problem of the imbalance between supply and demand. The art and performance market has failed to operate soundly; part of the reason is that the art platform has failed to operate effectively.

This study used Osterwalder and Pigneur `s business model canvas analysis, combined with the design of well-known platforms and the theory and tactics of the platform operation to propose a new design of art and performance platform, named LiveX. At the same time, this study used SERVQUAL and customer satisfaction theories to design a verification framework and compared it with the
OpenArts app. The business model and interface design are verified through individual interviews, focus group interviews, and expert interviews.

The results of the study showed that the built-in personalized activity recommendation system, the user experience similar to Instagram, and the referenced
activity evaluation mechanism of the art and performance platform help improve the service quality of the platform. However, as a new platform, in order to successfully maintain operation or provide professional contact services, it is necessary to improve the credibility and security of the platform before users can safely make payment transactions on the platform.

As for art and performance platform strategy, it is recommended that the operator of the art platform can improve the platform from the following three perspectives, which are "attracting users", "promoting interaction" and "matching"：In order to attract users, the operator should meet the user`s expectations to improve the function and the interface of the platform; for the purpose of promoting interaction, the operator should consider how to create the platform`s network externality, thereby enhancing the exposure of the platform`s artistic information; in light of promoting matchmaking, the operator should make good use of big data and AI technology to provide personalized activity recommendations for users to further draw the users` interest in artistic performances.
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三、LiveX 平台設計圖片引用
1. 圖3.2.2：https：//kknews.cc/zh-tw/entertainment/g5q8g8.html
2. 圖3.2.3：https：//www.ettoday.net/news/20171228/1081546.htm
https：//v2.dcard.tw/f/funny/p/228300883
3. 圖3.2.4：https：//vocustaiwan.fandom.com/zhtw/
wiki/%E9%8B%BC%E7%90%B4%E4%B8%8B%E7%9A%84%E7
%A5%95%E5%AF%86
4. 圖3.2.5：https：//sites.google.com/site/quanqiufengline/home/line
5. 圖3.2.6：https：//www.youtube.com/watch?v=zdcf-zeMnvw
6. 圖3.2.7：https：//page.line.me/vsu7662w/media/77912096327102/item/3
https：//www.facebook.com/NccuSO
https：//m.1688.com/huo/b-
C0D6D1C5B3D8C0ADB6A1CEE8B5B8B7FE.html
7. 圖3.2.13：https：//kknews.cc/health/jvver8l.html
https：//www.pngwing.com/en/free-png-bopkx
http：//www.juimg.com/shiliang/201609/beijing_1019624.html
描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
107363025
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0107363025
資料類型 thesis
dc.contributor.advisor 韓志翔zh_TW
dc.contributor.author (Authors) 呂智隆zh_TW
dc.contributor.author (Authors) Lu, Chih-Lungen_US
dc.creator (作者) 呂智隆zh_TW
dc.creator (作者) Lu, Chih-Lungen_US
dc.date (日期) 2020en_US
dc.date.accessioned 1-Jul-2020 14:03:19 (UTC+8)-
dc.date.available 1-Jul-2020 14:03:19 (UTC+8)-
dc.date.issued (上傳時間) 1-Jul-2020 14:03:19 (UTC+8)-
dc.identifier (Other Identifiers) G0107363025en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/130652-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 企業管理研究所(MBA學位學程)zh_TW
dc.description (描述) 107363025zh_TW
dc.description.abstract (摘要) 近年來隨著網路科技的發達與平台經濟的盛行，在各大產業中相繼出現平
台企業的經營，如零售業的 Amazon 及蝦皮購物、旅遊業的 Airbnb、外送餐飲業的 Uber Eats 及 Foodpanda、或是社交類的 Facebook、Instagram 等等，唯獨藝文產業尚未出現一強而有力的整合型平台。與此同時，台灣的藝文產業卻發展地相當艱辛：藝文市場人才的供給逐年攀升，但一般大眾觀賞表演的需求卻沒有相應增加，呈現供需失衡的問題。藝文市場未能健全運作，其中一部分的原因與藝文平台未能有效運作有關。

有鑑於此，本研究利用 Alexander Osterwalder 所提出的商業模式九宮格，參考各大知名台的設計，並結合平台設計與推薦系統原理，自行提出一套全新的藝文平台商業模式與介面設計，命名為 LiveX。同時，本研究採用服務品質與顧客滿意度等相關理論設計驗證架構，並以兩廳院 OpenArts 平台進行比較，藉由個別訪談、焦點團體訪談及專家業者訪談進行商業模式及介面設計的驗證。

研究結果發現：藝文平台內建個人化活動推薦系統、具 Instagram 水準的使用者體驗、具參考性的活動評價機制有助於提升平台服務品質。然而，作為一個新創平台，若要成功維運或提供專業化人士的接洽服務，需先提升平台的信譽與安全性，才能讓使用者在平台放心地進行付費交易。

在經營策略的部分，建議藝文平台經營者可從「吸引用戶」、「促進互
動」、「媒合」三個部分做優化改善：在吸引用戶的部分，應儘量符合使用者的期望做功能與介面的優化；在促進互動的部分，應思考如何提升平台的網絡外部性，藉以提升平台藝文資訊的曝光度；在促進媒合的部分，應善用大數據及 AI 技術，為使用者提供個人化的活動推薦，進而提升使用者對藝文表演活動的興趣。		zh_TW
dc.description.abstract (摘要) In recent years, with the development of Internet technology and the prevalenceof platform economy, platform companies have emerged in various industries such as Amazon and Shopee in the retail trade, Airbnb in tourism, Uber Eats and Foodpanda in the food and the beverage industry, or social media such as Facebook, Instagram,etc. However, there isn`t a strong and integrated platform emerged in the art and performance industry. At the same time, Taiwan`s arts and performance industry are under a tough circumstance： the supply of talents in the arts and performance market is increasing year by year, but the general public`s demand for performances has not increased accordingly, presenting a problem of the imbalance between supply and demand. The art and performance market has failed to operate soundly; part of the reason is that the art platform has failed to operate effectively.

This study used Osterwalder and Pigneur `s business model canvas analysis, combined with the design of well-known platforms and the theory and tactics of the platform operation to propose a new design of art and performance platform, named LiveX. At the same time, this study used SERVQUAL and customer satisfaction theories to design a verification framework and compared it with the
OpenArts app. The business model and interface design are verified through individual interviews, focus group interviews, and expert interviews.

The results of the study showed that the built-in personalized activity recommendation system, the user experience similar to Instagram, and the referenced
activity evaluation mechanism of the art and performance platform help improve the service quality of the platform. However, as a new platform, in order to successfully maintain operation or provide professional contact services, it is necessary to improve the credibility and security of the platform before users can safely make payment transactions on the platform.

As for art and performance platform strategy, it is recommended that the operator of the art platform can improve the platform from the following three perspectives, which are "attracting users", "promoting interaction" and "matching"：In order to attract users, the operator should meet the user`s expectations to improve the function and the interface of the platform; for the purpose of promoting interaction, the operator should consider how to create the platform`s network externality, thereby enhancing the exposure of the platform`s artistic information; in light of promoting matchmaking, the operator should make good use of big data and AI technology to provide personalized activity recommendations for users to further draw the users` interest in artistic performances.		en_US
dc.description.tableofcontents 第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的與問題 5
第二章 文獻探討 6
第一節 平台經濟之源起 6
第二節 平台定義與特性 7
第三節 服務品質的探討 11
第四節 顧客滿意度探討 21
第五節 推薦系統的探討 23
第六節 台灣藝文平台發展現況 29
第七節 商業模式的探討 36
第三章 研究方法 42
第一節 藝文平台新商業模式的建構 43
第二節 LIVEX藝文平台的設計 49
第三節 藝文平台對照組—OPENARTS兩廳院售票系統 62
第四節 驗證架構的設計 68
第五節 質化與量化研究 73
第六節 研究結果 81
第四章 結語 115
第一節 研究結論 116
第二節 研究限制 120
第三節 未來研究建議 121
參考資料 122
附錄一 問卷設計 131
附錄二 個人及焦點團體訪談逐字稿 137
附錄三 專家業者訪談逐字稿 183		zh_TW
dc.format.extent 12239153 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0107363025en_US
dc.subject (關鍵詞) 平台zh_TW
dc.subject (關鍵詞) 藝文表演zh_TW
dc.subject (關鍵詞) 服務品質zh_TW
dc.subject (關鍵詞) 顧客滿意zh_TW
dc.subject (關鍵詞) 商業模式zh_TW
dc.title (題名) 藝文活動平台未來契機探討zh_TW
dc.title (題名) Discovery of the Future Opportunities of Art and Cultural Activities Platformen_US
dc.type (資料類型) thesisen_US
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三、LiveX 平台設計圖片引用
1. 圖3.2.2：https：//kknews.cc/zh-tw/entertainment/g5q8g8.html
2. 圖3.2.3：https：//www.ettoday.net/news/20171228/1081546.htm
https：//v2.dcard.tw/f/funny/p/228300883
3. 圖3.2.4：https：//vocustaiwan.fandom.com/zhtw/
wiki/%E9%8B%BC%E7%90%B4%E4%B8%8B%E7%9A%84%E7
%A5%95%E5%AF%86
4. 圖3.2.5：https：//sites.google.com/site/quanqiufengline/home/line
5. 圖3.2.6：https：//www.youtube.com/watch?v=zdcf-zeMnvw
6. 圖3.2.7：https：//page.line.me/vsu7662w/media/77912096327102/item/3
https：//www.facebook.com/NccuSO
https：//m.1688.com/huo/b-
C0D6D1C5B3D8C0ADB6A1CEE8B5B8B7FE.html
7. 圖3.2.13：https：//kknews.cc/health/jvver8l.html
https：//www.pngwing.com/en/free-png-bopkx
http：//www.juimg.com/shiliang/201609/beijing_1019624.html		zh_TW
dc.identifier.doi (DOI) 10.6814/NCCU202000581en_US