臺灣博碩士論文加值系統

高雄市青少年交響樂團是高雄市歷史悠久的交響樂團，是一民間社團，培養了很多音樂人才，但不免仍有一些問題存在。該交響樂團是由新興高中國中部音樂班所組成，高中部音樂班剛成立，未來也會加入。
本研究採用定性分析法中的深度訪談法，訪問了新興高中校長江校長，及教學研究組長溫組長，音樂班負責老師蔡老師，指揮黃老師，四位音樂班家長會長，及四位音樂班畢業學生。
本研究先將高雄市青少年交響樂團做現況分析；其次進行做五力分析和SWOT分析，最後從創新價值四項行動架構的觀點探討藍海策略，並依據訪談結果做成結論與建議，期對高雄市立青少年交響樂團有所幫助。
研究結果顯示：高雄市青少年交響樂團目前在台灣南部地區，仍居於領導地位。每年團員有三分之一更動，但學長姊帶學弟妹的優良傳統，仍能有優異表現。交響樂團在指揮黃錦蘭老師及負責的蔡佩芬老師的運籌帷幄下，無論團員的更動，或是國內外各種不同的場合，都能順利精彩的演出。
交響樂團經費不足的部份，除政府的經費外，年度公演時，每個學生分配10張門票，為每年固定之收入；其餘有智冠科技及張文豹文教基金會設備及資金的挹注；今後應與企業結合，做有酬勞的商演。提出企畫案，向政府爭取經費補助，也是一個好方法。高雄市青少年交響樂團目前尚未與國外音樂學校結盟，因團員年紀尚小，因此，成立大師班，或與國外學校做交流互訪演奏，是較為可行的辦法。
至於如何吸引一般民眾來欣賞古典音樂？加入導聆、流行元素及在較大的演奏廳演奏，都可吸引觀眾。該交響樂團表現雖然很好，但經費及人員仍是不足。國中部音樂班以古典音樂為主，高中部音樂班以流行音樂為主，高中部有必要增加一名負責老師。面臨少子化的威脅及臨近學校增設音樂班的影響，唯有充實音樂班的理論與演奏課程，讓畢業的學生有更多的出路，才是維持招生不墜的不二法門。

Kaohsiung Youth Symphony Orchestra, a non-governmental organization, is a symphony orchestra with a long history in Kaohsiung. Though it has cultivated many talented musicians, there are still some problems. The members of the orchestra are from Music Gifted Class of Junior High School Branch of Kaohsiung Municipal Sinsing Senior High School. But with the founding of Music Gifted Class of Senior High School Branch not long ago, the new blood will also be drafted and take their own active roles.
This study adopts in-depth interview of Qualitative Analysis. We interview Mr. Chiang, the current principal of Kaohsiung Municipal Sinsing Senior High School; Mr. Wen, the section chief of curriculum & research section of the school; Miss Chai, the teacher in charge of music class affairs; Miss Huang, the orchestra conductor; four presidents of PTA association; and four graduates of music classes.
After carrying out current situation analysis of Kaohsiung Youth Symphony Orchestra, this study further investigates it with five forces analysis and SWOT analysis. After all these being done, the researchers explore Blue Ocean Strategy in terms of its four innovative value actions framework. The interview results are made into conclusions and suggestions. Hopefully, they will be helpful to Kaohsiung Youth Symphony Orchestra.
According to the research results, Kaohsiung Youth Symphony Orchestra plays a leading role in southern Taiwan. Though annually one third of the members leave the orchestra because of graduation, the practice of senior guiding the junior in accordance with the excellent tradition of prefect system still helps them put on a good show. Under the strategic planning of the conductor Miss Jinglan Huang and teacher-in-charge Peifen Tsai, no matter how frequently the members move in and out or wherever the loci of performance are, the shows are phenomenal.
As for the orchestra’s lack of funds, besides financial assistance from the government, every member is assigned the quota of ten tickets for them to sell as a way of bringing in regular incomes before annual performance. Moreover, Soft-World International Corporation and Chang Wen-bao Cultural and Educational Foundation also provide equipment and financial aides. Nevertheless, some more fund-raising ways should be created. For example, seeking the cooperation of enterprises to do paid performances is one. Another is to submit doable project to apply for more budget subsidies from the government. At present, the orchestra hasn’t formed an alliance with foreign conservatories of music. Because of the young age of the members, a more feasible approach is to set up its own master class or do exchange visits of musical performance.

A persistent question is how to attract the general public to appreciate classical music. Adding guided listening and popular elements and performing in a spacious concert hall can attract more audience. Though the orchestra has been performing well, it still has to face the problems of financial and personnel shortage. The junior branch of the orchestra focus their attention mainly on classical music, while its senior mainly on popular music. In face of the threat of decreasing birth rate and the competition from newly founded music classes of neighboring schools, the only way to maintain favorable enrollment is to upgrade both theoretical and recital courses, paving the path for the graduates to find their way out.

目　錄
誌謝 I
摘要 II
ABSTRACT III
目　錄 V
表目錄 VII
圖目錄 VIII
第一章 緒論 1
第一節 研究背景 1
第二節 研究動機 2
第三節 研究目的 2
第四節 研究流程圖 4
第五節 研究限制 5
第二章 文獻探討 6
第一節 創新價值 6
第二節 藍海策略 10
第三節 交響樂團 14
第四節 五力分析 16
第五節 SWOT分析 18
第三章、研究方法 21
第一節 研究架構及進行步驟 21
第二節 深度訪談法 25
第三節 訪談題項 26
第四節 訪談名單 27
第四章 資料分析與討論 31
第一節 高雄市青少年交響樂團現況分析 31
第二節 訪談題項的彙整 31
第三節 高雄市青少年交響樂團五力分析及SWOT分析 46
第四節 高雄市青少年交響樂團藍海策略分析 72
第五章 結論與建議 83
第一節 研究結果與發現 83
第二節 建議 89
參考文獻 93
一、中文部分 93
二、英文部分 95
附錄： 101

表目錄
表 2-1紅海與藍海策略的對比 12
表 3-1訪談題項與五力分析、SWOT分析及藍海策略對應表 22
表 3-2訪談名單學歷及現職 27
表 4-1高雄市青少年交響樂團五力分析及SWOT分析表 65
表 4-2高雄市青少年交響樂團藍海策略分析表 78

圖目錄
圖 1-1藍海策略的基石 3
圖 1-2本研究之研究流程圖 4
圖 2-1藍海策略四項行動架構 13
圖 2-2 五力結構分析圖 16
圖 2-3 SWOT分析兩個思想主流 19
圖 2-4 SWOT策略分析圖 19
圖 3-1研究架構圖 21

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