用創意創造客戶-廣告團隊創業歷程

Abstract

本研究探討臺灣創意型廣告產業中，一家本土廣告創意團隊如何於二十四年間因應外部環境變遷與內部資源重組，逐步完成從接案型設計團隊轉型為品牌整合型廣告創意團隊的歷程。研究關注其在數位媒體崛起、顧客行為改變、品牌價值觀升級等挑戰下，如何以創意為驅動、策略為路徑、深耕品牌，建立差異化的市場地位。本研究回溯其四個階段發展歷程：第一階段（2000–2006）為創業奠基期，著重創意人才培育與多元接案實作，累積初始口碑與生存資源；第二階段（2007–2013）聚焦於高端品牌深耕與組織扁平化重組，轉向策略導向之創意服務模式；第三階段（2014–2018）推動整合內容與影像自製能力，並拓展至區域市場與國際品牌協作；第四階段（2019–迄今）則積極導入數位技術、雲端工作與沉浸式體驗，邁向創意與數位科技融合之新典範。

本研究採用雙層次架構：以「商業模式九宮格」確立正確的策略方向，即選擇有潛力的市場和有吸引力的價值主張，並以「策略形態六大構面」有效地執行這些策略，透過內部資源的整合與協調，以及與外部環境的動態適應，確保廣告團隊能夠持續創造和維持競爭優勢：初期以廣度探索累積多元經驗，中期以深度營運強化品牌黏著度，後期則透過技術與創意雙核心能力，形塑「策略顧問式服務」之獨特性。

創意服務不僅是品牌溝通工具，更成為客戶信任的長期資產，本研究指出：此臺灣本土廣告創意團隊「用創意創造客戶」不僅是一項經營信念，更是貫穿其24年發展軌跡的核心驅動力。

This study explores the transformation process of a local advertising creative team in Taiwan's creative advertising industry over twenty-four years, adapting to external environmental changes and internal resource restructuring, gradually completing the transition from a project-based design team to a brand integration-oriented advertising creative team. The study focuses on how, under challenges such as the rise of digital media, changes in customer behavior, and the upgrading of brand values, the team used creativity as the driving force, strategy as the path, and deep brand cultivation to establish a differentiated market position.This study reviews its four-stage development process: The first stage (2000–2006) was the entrepreneurial foundation period, focusing on cultivating creative talent and engaging in diverse project execution, accumulating initial reputation and survival resources; The second stage (2007–2013) focused on deep cultivation of high-end brands and flattened organizational restructuring, shifting towards a strategy-oriented creative service model; The third stage (2014–2018) promoted integrated content and in-house video production capabilities, and expanded into regional markets and international brand collaboration; The fourth stage (2019–present) actively introduced digital technology, cloud work, and immersive experiences, moving towards a new paradigm of integrating creativity and digital technology.This study adopts a two-layered framework: using the "Business Model Canvas" to establish the correct strategic direction, i.e., selecting potential markets and attractive value propositions, and using the "Six Dimensions of Strategy Archetypes" to demonstrate how to effectively execute these strategies through the integration and coordination of internal resources, and dynamic adaptation to the external environment, ensuring the advertising team can continuously create and maintain competitive advantages: In the initial stage, breadth exploration accumulated diverse experience; in the middle stage, deep operation strengthened brand stickiness; and in the later stage, through the dual core capabilities of technology and creativity, the uniqueness of"Strategy Consultancy Service" was shaped.

Creative service is not just a brand communication tool, but also a long-term asset trusted by clients. This study points out that this local Taiwanese advertising creative team's motto "Use Creativity to Create Clients" is not only a business belief but also the core driving force throughout its 24-year development trajectory.