台北藝術博覽會經營策略研究

Abstract

一九九二年，為服務會員，中華民國畫廊協會創辦了Art Taipei 台北國際藝術博覽會，興盛一時，但國際藝術博覽會的大環境快速變化，尤其近十年來，亞洲新藝術博覽會藉由國際專業會展經營者之力，以巴塞爾藝博會的模式複製國際性藝術博覽會，在極短時間內在新加坡、香港、上海各地紛紛竄起。墨守傳統經營模式的台北國際藝術博覽會備感壓力，內部迭有轉型的聲浪傳出。

2019年1月18日Art H.K.的原始創辦人之一，英籍的Magnus-Renfrew來台舉辦首屆台北當代藝術博覽會，這對亞洲歷史最攸久，也是國內最具代表性的藝術博覽會Art Taipei造成極大衝擊，亟思應對策略。

本研究嘗試從三方面對台北藝博的應對策略進行研究，首先透過與藝博會經營者的深度訪談，找出台北藝博的問題；再透過文獻探討，找出全球各藝博會過去在面對外來競爭者時，所採取的因應策略；再透過SWOT分析，為台北藝博把脈；三者互相比對分析，找出適合台北藝博會轉型的方向及可因應的策略，做為台北藝博面對外來危機行動策略的參考。

經過 SWOT 的分析研究結果，台北藝博會因 1.組織結構的問題，無法脫離中華民國畫廊協會獨立運作，致無法委由專業會展機構經營，展出欠缺專業性的表現 2.評審採資歷制及專業制並行，形成根本上的不公，評審制度形同虛設。受主觀條件的限制，在面對外部強大的競爭時，宜採保守的防禦策略，可行的方式是轉向。

過去國際上各藝博會在面對強大競爭時，大致採取幾項策略因應 1.成為對方的衛星博覽會，分享其資源，把傷害降到最低 2.與對方做市場區隔 3.經營方式力求變革 4.與其他藝博會結盟。

兩相比對下，發現重新定位，並與競爭者做出市場區隔，甚至成為其衛星藝博，汲取其資源，都是可參考的策略。In 1992, the Republic of China Gallery, established for servicing members, founded the Art Taipei International Art Fair, which flourished, but the environment of the International Art Fair changed in a fast way. Especially in the past decade, the Asian New Art Fair has been internationally The power of professional exhibition operators, copying the international art fairs in the mode of Art Basel, and establishing regional art fairs in Singapore, Hong Kong and Shanghai in a very short time. The Taipei International Art Fair, which adheres to the traditional business model, is under pressure, and there are waves of internal transformation.

On January 18, 2019, one of the original founders of Art HK, the British Magnus-Renfrew came to Taiwan to host the first Taipei Contemporary Art Fair, which is the longest in Asia and the most representative art fair in the country, Art Taipei. Great impact, thinking and coping strategies.

This study attempts to study the response strategies of Taipei Yibo from three aspects.Firstly, through in-depth interviews with art fair operators, we can find out the problems of Taipei Yibo. Then through literature discussion, we can find out the past of the world's major art fairs. The response strategy adopted by foreign competitors; after SWOT analysis, it is the pulse of Taipei Yibo to find out the competitive conditions of Taipei Yibo; the three compare and analyze each other to find out the direction suitable for the transformation of Taipei Art Fair and can respond to it. Strategy, as a reference for Taipei Yibo to face foreign crisis action strategies.

After SWOT's analysis and research results, the Taipei Art Fair was unable to leave the China Republic of China Gallery Association for independent operation due to the problem of organizational structure. It was impossible to appoint a professional exhibition organization to display the lack of professional performance. In parallel with the professional system, a fundamental injustice is formed, and the evaluation system is ineffective. Subject to subjective conditions, in the face of strong external competition, it is advisable to adopt a conservative defense strategy, and the feasible way is to turn.

In the past, when the international art fairs faced strong foreign competition, they took several strategies to deal with them: 1. Become a competitor's satellite expo, share their resources, and minimize the damage. 2. Separate the market from each other. 3. Management methods strive to change 4. Alliance with other art fairs.

Comparing the two, it is a strategy to find a re-orientation and to make a market segmentation with competitors, and even become a satellite art blog, and to draw on its resources.