| Summary: | 碩士 === 國立東華大學 === 公共行政研究所 === 98 === This paper aimed to comprehend the marketing strategies of different directors of the National Palace Museum, or NPM, and the influence of Chinese visitors to Taiwan on the marketing of the museum. After literature review, relevant research questions were compiled for investigation. First, what is the correlation between the marketing strategies and the mission of the museum? Does the museum intend to achieve the mission by means of marketing? Secondly, which role does the director play in the museum? Are there differences between the styles of marketing performed by leaders with different political backgrounds? The political party in power alternated in 2008. Are there differences between the concepts and the methods of the previous and the subsequent directors in terms of marketing? Third, after Chinese visitors were allowed visiting Taiwan for sightseeing, what changes does the museum have in terms of marketing strategies? Does the museum attach more importance to the market of Chinese visitors? Can these changes effectively improve the return rate of its visitors?
The marketing model of the research object of this paper, namely the National Palace Museum, was created through case illustration and literature review as well as by referring to marketing scope by Bradford (1991: 93) and McLean (1993: 12) and marketing procedures by McLean (1997: 183) and Kotler et. al (1998: 61; 2008: 46). Currently available literature was first employed to analyze this marketing model. According to the insufficiency, interview outlines were drafted, and public figures who were the most relevant to and the most representative of this study were selected as the interviewees. In light of the expertise and the representativeness, the interviewees were divided into three categories, including three experts in museum, three scholars, and two experts in print media. One from each category was respectively selected for pretest. In addition, the sharing of their academic theories or practical experience was taken as the content for analysis in this study. Finally, according to the result of the analysis, the marketing model of the museum was revised, and integrating it with the result of the study, the research questions were answered.
After research and analysis, the conclusion was summarized as follows. First, the National Palace Museum was generally operated according to the objective, and marketing also aimed to achieve its objective. Secondly, the director was critical in the museum, but directors with different political backgrounds had different styles of leadership. There would also be management gaps between different directors, but their political positions were not the only cause. Furthermore, by ‘Old is New,’ Mun-lee Lin, the ex-director, led the museum to change the image. Kung-shin Chou employed the concept of ‘shaping and reserving new vitality; creating new NPM values’ to endeavor to bestow new meaning upon the cultural or historical relics. Third, the museum did not particularly have a Chinese visitor project, but the historic origin of the museum and China could be used to create the incentives to attract Chinese visitors. Moreover, the exquisite relics and unceasingly new exhibitions in the museum would make them willing to visit again. Furthermore, the services and the brand of the National Palace Museum were both advantageous tools for marketing the museum since excellent services would make visitors willing to visit it again, and the brand not only carried Chinese culture and historic background but also represented the image, quality, and professionalism of the museum. Consequently, these two tools were added to the marketing combination in hopes of providing a more complete marketing strategy for this study.
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