【摘要】：“十一五”期間，我國文化產(chǎn)業(yè)保持了20%以上的增長，遠(yuǎn)遠(yuǎn)高于其他行業(yè)，如果繼續(xù)保持這一速度，到2015年，文化產(chǎn)業(yè)無疑將成為國民經(jīng)濟(jì)的支柱性產(chǎn)業(yè)。國家不久前出臺了《“十二五”時期文化產(chǎn)業(yè)倍增計(jì)劃》，，明確提出“十二五”期間將重點(diǎn)發(fā)展演藝業(yè)、娛樂業(yè)、動漫業(yè)、游戲業(yè)等11大行業(yè)。同時政府計(jì)劃加大投入力度，增加公共財(cái)政對文化產(chǎn)業(yè)的投入力度，提高文化產(chǎn)業(yè)支出占財(cái)政支出比例，2012年《政府工作報(bào)告》中也首次提出了要提高文化產(chǎn)業(yè)的規(guī)模化、集約化和專業(yè)化發(fā)展。 由此可見，當(dāng)前的形式對于文化企業(yè)而言，機(jī)遇與挑戰(zhàn)并存，如何依托政策優(yōu)勢，提高自身核心競爭力，產(chǎn)出高質(zhì)量產(chǎn)品以滿足文化消費(fèi)需求是文化企業(yè)生存與發(fā)展急需認(rèn)真研究和解決的問題。遼寧歌劇院作為中國建院較早、在國內(nèi)有重大影響的專業(yè)藝術(shù)院團(tuán)，同其他藝術(shù)表演團(tuán)體一樣，面臨著發(fā)展的瓶頸。因此本文希望通過對遼寧歌劇院藝術(shù)演出的現(xiàn)狀進(jìn)行真實(shí)具體的描述，依據(jù)商業(yè)模式等相關(guān)理論，對阻礙藝術(shù)演出快速發(fā)展的原因進(jìn)行系統(tǒng)梳理和透徹分析，針對遼寧歌劇院藝術(shù)演出商業(yè)模式的選擇和創(chuàng)新提出相應(yīng)的規(guī)劃、管理建議與改進(jìn)策略，以期為其它同行企業(yè)提供參考和借鑒，并推動我國文化產(chǎn)業(yè)快速發(fā)展和振興。 本文共分六個部分，具體安排如下： 第1章是緒論，介紹本文選題的背景及意義，并對與研究緊密相關(guān)的商業(yè)模式等理論進(jìn)行了梳理和述評，同時提出了本文的研究思路，進(jìn)而確定了全文的研究框架。 第2章是遼寧歌劇院藝術(shù)演出的現(xiàn)狀分析，主要介紹了遼寧歌劇院的發(fā)展概況，近一年來的藝術(shù)演出情況，并基于發(fā)展現(xiàn)狀提出了遼寧歌劇院藝術(shù)演出存在的問題以及面臨的挑戰(zhàn)。 第3章是藝術(shù)演出商業(yè)模式分析，在商業(yè)模式理論研究的基礎(chǔ)上，本文嘗試性地提出了藝術(shù)演出產(chǎn)業(yè)的商業(yè)模式。繼而，對國內(nèi)外藝術(shù)演出的主要商業(yè)模式進(jìn)行了系統(tǒng)性的歸納和總結(jié)，并對這幾種商業(yè)模式進(jìn)行了比較分析。 第4章是遼寧歌劇院藝術(shù)演出商業(yè)模式選擇，根據(jù)不同商業(yè)模式的特點(diǎn)，結(jié)合遼寧歌劇院發(fā)展的現(xiàn)實(shí)情況和自身特點(diǎn)，對劇院短期—中期—長期發(fā)展中的商業(yè)模式選擇進(jìn)行了動態(tài)性的研究和探討。 第5章是遼寧歌劇院藝術(shù)演出商業(yè)模式建設(shè)的保障措施，主要是從政府扶持、歌劇創(chuàng)作、交響樂發(fā)展、人才培養(yǎng)以及營銷理念樹立等方面提出了藝術(shù)演出商業(yè)模式建設(shè)的措施建議。 第6章是全文總結(jié)與展望，根據(jù)前面各章的描述和分析研究，得出了本文的主要研究結(jié)論，并在此基礎(chǔ)上提出相關(guān)建議，以期為遼寧歌劇院以及其他同行企業(yè)商業(yè)模式的建立和發(fā)展提供借鑒和參考作用。繼而，對本研究中亟待深入和細(xì)化的研究內(nèi)容進(jìn)行了闡述。
[Abstract]:During the 11th Five-Year Plan period, China's cultural industry has maintained a growth rate of more than 20 percent, which is far higher than other industries. If we continue to maintain this speed, by 2015, cultural industry will undoubtedly become the pillar industry of the national economy. Not long ago, the country issued the "Twelfth Five-Year Plan" Cultural Industry doubling Plan, clearly put forward during the "12th Five-Year Plan" will focus on the development of the performing arts, entertainment industry, animation industry, game industry and other 11 major industries. At the same time, the government plans to increase investment in cultural industries, increase public finance investment in cultural industries, and increase the proportion of cultural industry expenditure in financial expenditure. The 2012 "Government work report" also proposed for the first time to increase the scale of cultural industries. Intensive and professional development. Thus, it can be seen that the current form of cultural enterprises, opportunities and challenges coexist, how to rely on policy advantages to improve their core competitiveness, To produce high quality products to meet the demand of cultural consumption is an urgent problem for the survival and development of cultural enterprises. Liaoning Opera House, as a professional art troupe with great influence in China, is faced with the bottleneck of development, just like other performing groups. Therefore, this paper hopes to make a real and concrete description of the present situation of art performances in Liaoning Opera House, and according to the relevant theories, such as business model, to systematically comb and thoroughly analyze the reasons that hinder the rapid development of art performances. In view of the selection and innovation of the commercial model of Liaoning Opera House art performance, this paper puts forward the corresponding planning, management suggestions and improvement strategies, in order to provide reference and reference for other peer enterprises, and to promote the rapid development and revitalization of cultural industry in China. This paper is divided into six parts, the specific arrangements are as follows: chapter 1 is an introduction, introduces the background and significance of this topic, and closely related to the study of business models and other theories are combed and reviewed. At the same time, the research idea of this paper is put forward, and the research frame of the full text is determined. The second chapter is the present situation analysis of Liaoning opera house art performance, mainly introduces the Liaoning opera house development general situation, nearly one year art performance situation, Based on the present situation, the problems and challenges of art performance of Liaoning Opera House are put forward. The third chapter is the analysis of the business model of art performance. On the basis of the theory of business model, this paper tries to put forward the business model of art performance industry. Then, the main commercial models of art performances at home and abroad are systematically summarized and analyzed. The fourth chapter is the choice of the commercial model of Liaoning Opera Art performance, according to the characteristics of different business models, combined with the reality of the development of Liaoning Opera House and its own characteristics, This paper studies and discusses the choice of the business model in the short-medium-long-term development of the theater. Chapter 5 is the guarantee measures for the construction of the commercial model of Liaoning Opera Art performance, mainly from the government support, opera creation, symphony development, The author puts forward some suggestions on how to build the commercial model of art performance in the aspects of talent training and marketing concept establishment. Chapter 6 is the summary and prospect of the full text. According to the description and analysis of the previous chapters, the main conclusions of this paper are obtained, and on the basis of this, the relevant suggestions are put forward. In order to provide reference and reference for the establishment and development of Liaoning Opera House and other counterparts business model. Then, the research contents that need to be further studied and refined in this study are expounded.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：G124

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 孫冬冬;;中國的歌劇人才培養(yǎng)初探[J];北方音樂;2011年03期

2 李慶華;;基于技術(shù)創(chuàng)新方法和客戶導(dǎo)向理念的企業(yè)經(jīng)營模式研究[J];東南大學(xué)學(xué)報(bào)(哲學(xué)社會科學(xué)版);2007年04期

3 胡良鴻;;論我國電影發(fā)展與舞臺藝術(shù)的關(guān)系[J];電影評介;2007年03期

4 李懷亮;方英;王錦慧;;文化產(chǎn)業(yè)與經(jīng)濟(jì)增長關(guān)系的理論研究[J];經(jīng)濟(jì)問題;2010年02期

5 羅建幸;;文化演出市場的體驗(yàn)式營銷策略探析——以音樂劇《媽媽咪呀》為例[J];科學(xué)經(jīng)濟(jì)社會;2011年04期

6 劉玉芹;胡漢輝;;商業(yè)模式的設(shè)計(jì)及其在企業(yè)管理中的應(yīng)用[J];科學(xué)學(xué)與科學(xué)技術(shù)管理;2010年03期

7 劉俊梅;李勇;;論我國文化產(chǎn)業(yè)的發(fā)展[J];國家行政學(xué)院學(xué)報(bào);2010年01期

8 張敬偉;;商業(yè)模式的五種創(chuàng)新[J];企業(yè)管理;2010年03期

9 潘智彪;李丹媛;;當(dāng)代文化產(chǎn)業(yè)的復(fù)制特征[J];學(xué)術(shù)界;2010年03期

10 莊建武;;基于構(gòu)成要素的企業(yè)商業(yè)模式重塑問題探討[J];商業(yè)時代;2010年05期

相關(guān)博士學(xué)位論文 前10條

1 文亮;商業(yè)模式與創(chuàng)業(yè)績效及其影響因素關(guān)系研究[D];中南大學(xué);2011年

2 沈永言;商業(yè)模式理論與創(chuàng)新研究[D];北京郵電大學(xué);2011年

3 王煒瀚;內(nèi)部化與多國企業(yè)理論的研究[D];對外經(jīng)濟(jì)貿(mào)易大學(xué);2005年

4 周輝;企業(yè)持續(xù)競爭優(yōu)勢來源的動態(tài)系統(tǒng)研究[D];南京航空航天大學(xué);2006年

5 趙玉海;新經(jīng)濟(jì)時代支持創(chuàng)業(yè)的兩種工具研究[D];河海大學(xué);2006年

6 陳翔;互聯(lián)網(wǎng)環(huán)境下企業(yè)商業(yè)模式研究[D];東南大學(xué);2005年

7 陳御冰;戰(zhàn)略變革期組織營銷變革研究[D];西南財(cái)經(jīng)大學(xué);2008年

8 婁永海;基于TRIZ理論的企業(yè)商業(yè)模式研究[D];吉林大學(xué);2009年

9 張根明;企業(yè)家創(chuàng)新行為及績效研究[D];中南大學(xué);2009年

10 丁金輝;奢華產(chǎn)業(yè)企業(yè)商業(yè)模式與競爭優(yōu)勢研究[D];南開大學(xué);2009年

相關(guān)碩士學(xué)位論文 前1條

1 邢亞楠;我國旅游演出商業(yè)模式研究與思考[D];中國音樂學(xué)院;2010年

本文編號：2149344