The Research of the Strategic Operations in the Orchestras of Taiwan-A Case of Kaohsiung City Symphony Orchestra

• Main Authors: Ju-xiang Liu, 劉菊香
• Other Authors: none
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/15142875528762789929

碩士 === 義守大學 === 管理學院碩士班 === 97 === This research presents a comprehensive approach towards the administration, programming and marketing strategies of Kaohsiung City Symphony Orchestra (KCSO), thru integrating the findings from literatures analysis, in depth interview with experts and the surveys. This framework has also successfully propounded the thinking logic in dealing futurity and the prevailing strategies to makes itself a stringent evocation not only towards KCSO but its superior, the Kaohsiung City Government. This research results in the following conclusions: 1. In terms of managerial operation of the orchestra, the subjects "The enhancement of the orchestra performance quality", "The necessity of a guest conductor" and "The necessity of a musical director" attract more attentions from surveyors. 2. In terms of strategically operation of the orchestra, the subjects "Marketing issue" and "The way to access an international link" are mostly emphasized by surveyors. In addition, this research offers tactics to evoke the attention of KCSO, and its superior, onto its managerial and strategically operations: (1) To strengthen the Kaohsiung City Symphony Orchestra Foundation (abbreviated as Foundation) and to build up a glue tie between the boards of the Foundation and KCSO. (2) To set up the place of Musical Director, or Artistic Director, so to broaden the international tie and enrich the performance of the KCSO. (3) To set up the place of Guest Conductor, preserving 60% of the performances for guest''s batons. (4) To organize the annual ''Kaohsiung Music Festival'' or ''Love River Festival'' to make KCSO better renowned. (5) To brand KCSO and spread its contact with all ages via publishing medium, such as CD, DVD and periodical, and to promote musical education, such as hosting a summer camp. (6) To organize an international music competition biennially to create an international roster of artist and so the international visibility of KCSO. (7) To boost the ticketing through exploring new repertoires and venture a cartel with associated business could result in a leap in tickets sold. (8) To establish an efficient and effective rulebook as the guidance of a dutiful operations of KCSO. (9) To rely on the strengths of the Foundation and the city government sectors as the front line of marching for the vision.