二戰後，隨著經濟的持續發展，日本音樂產業在1998年到達實體唱片銷售額6075億日圓的極致巔峰，之後伴隨著全球音樂市場的萎靡以及數位資訊產品技術的逐漸成熟，日本音樂產業進入長達數年唱片銷量大跌的低迷期。唱片銷售衰退，其原因除了科技中介的變革帶來的影響外，群眾對音樂市場的需求改變更是一大關鍵，為此許多唱片公司紛紛轉型為經紀公司，積極的發展音樂市場的新價值，其中以藝人品牌化和現場展演為最受矚目的價值創造趨勢。 流行音樂市場越趨多樣性與娛樂性，2008年正式出道的日本視覺系搖滾樂 團—Golden Bomber金色爆彈，以短劇表演代替樂器演奏的空氣樂團形式打入日本音樂市場，顛覆群眾對傳統樂團的既定印象，特有的表演型態亦成為其樂團特色。從品牌建構的角度而言，金爆樂團作為一個藝人品牌，其利基點、競爭優勢與品牌建構之步驟為何？在競爭激烈的日本藝能界中勝出之關鍵又是什麼？而台灣與日本的藝人品牌之建構又有何雷同、差異性與需要省思處？ 本研究以日本金爆樂團作為一藝人品牌進行個案分析，藉由深度訪談金爆的十位日本fans，以及參與觀察金爆的現場演唱會和活動過程，再輔以相關的次級資料，透過金爆樂團在核心價值、識別系統、事件經歷與附屬商品等多處的呈現，作為新生代藝人品牌建構與台灣音樂市場後續發展等研究目的之參考。分析結果發現，「惡搞」、「空氣」、「搖滾」和「地下樂團」的標籤初步定位了金爆在日本藝能界裡的位置，打破主流樂團在日本音樂市場稱霸的藩籬，而品牌承諾的落實與識別系統的創新則緊緊抓住了粉絲的心，在互信互賴的專業團隊的品質把關下，金爆樂團秉持初衷，繼續他們的演藝之路。 / After World War II, as the economy developed continuously, Japanese music industry had reached its ultimate peak in 1998 with physical record sales of JPY 607.5 billion. However, due to the contraction of the global music market and the rapidly maturing digital technology, Japanese music industry has entered a steep downturn for the record sales for years. In addition to the impact of technological revolution, the changes in the masses’ demands for the music market are also a significant factor in the decline of record sales. On this account, many record companies have transformed themselves into a brokerage firm, actively developing the new value of the music market, among which the branding of artists and live performances are the most two notable trends of the value creation. At the same time, the pop music market has become more diverse and entertaining. Golden Bomber, a Japanese “visual kei” air rock band that officially debuted in 2008, is famous for their unique performance by acting out short dramas instead of playing with instruments, which has not only overthrown the common view of a traditional band and also become the band’s unique characteristic. From the perspective of brand building, what are the niche point, competitive advantages, and brand building steps of Golden Bomber as an artist brand? What is the crucial key they can stand out in the fierce competition in the Japanese entertainment industry? As for Taiwanese artists, what are their similarities and differences from Japanese artists and what should they reflect on? This study aims to conduct a case study of Golden Bomber as an artist brand by utilizing the in-depth interviews of ten Japanese fans of the band and the author’s observation during the personal participation in the live concerts and events of the band in combination with the supplemented relevant secondary data, hoping to be taken as a reference for the artists of the new generation for brand building and for the future development of Taiwanese music industry with the presentation of various aspects of Golden Bomber, including the band’s core values, identification systems, event experience and affiliated commodities. The analysis results found that several labels attached to Golden Bomber such as “parody”, “air”, “rock” and “underground band” have initially positioned the band in the Japanese entertainment industry, breaking the barriers built by the mainstream bands that dominate the Japanese music industry. Furthermore, the band’s implementation of brand promise and the innovation of identification systems have firmly kept their fans glued to the band. With the mutual trust with a professional team and the persistence in the quality, Golden Bomber has continued their career with their original intention.

FMCG快速移動消費性產品泛指商品使用週期較短、產品消費速度較快、消費者需要不斷重複購買的產品，由於消費者對此種產品的涉入程度低、認知品牌間產品特性差異不大，為了提高市佔率，企業常會以品牌價值創造做為行銷要點，因此，本研究主要依據邱志聖教授所提出的「4C策略行銷分析架構」，就FMCG買方面對品牌廠商所投入的行銷組合的價值評估，與賣方在交易過程獲得品牌權益累積的作法，以雙方所投入的四種成本：外顯單位效益成本 (C1)、資訊搜尋成本(C2)、道德危機成本(C3) 以及專屬陷入成本(C4) ，找出品牌發展與建構的成功關鍵因素。 採用居家領導品牌案例並針對產品生命週期的產品導入期、成長期等品牌建構、發展時期進行成功因素分析，發現： 1.就產品導入、品牌建構期： 品牌建構的基礎是商品，品牌廠商必須確保消費者獲得與品牌承諾一致的C1商品品質與效益，產品的開發策略也必須聚焦於產品本身的關鍵技術或者利基開發滿足各種消費者需求，且能不斷提升與累積其使用產品總效益的產品組合延伸，再透過有效的C2投資，建議採用中央路徑直接溝通品牌的商品獨特利益，並採用整合性的行銷傳播媒體傳遞一致的商品訊息與品牌形象，建立一致清楚的品牌內涵並系統性的累積品牌資產。品牌建構的過程必須在商品上市前即對於可能的C3成本建立有效的管控做法與危機處理機制，而持續透過與買者C1效益連結為品牌商品的專屬資產，透過C2活動建立的品牌印象累積品牌專屬資產C4，建立品牌忠誠。 2.就產品成長、品牌發展期： 維持品牌商品的穩定產品品質與運用關鍵技術進入新區隔市場或者產品線延伸都是持續降低消費者外顯單位效益成本C1的有效做法，再透過活用不同的溝通通路與新興科技整合傳遞一致的定位與商品、品牌訊息，降低消費者C2並持續累積品牌C1效益訊息傳遞進而建立品牌的專屬資產C4。品牌發展階段C3的管理控制作業甚或危機處理致關重要，所提及穩定的C1產品品質、透過C2建立C4品牌信任感、面對品牌競爭的C2回應操作都是控制或降低道德危機成本C3的關鍵因素。自品牌建構期到發展期必須定義清楚與系統性的累積消費者對於該品牌的技術方案產品效益、品牌印象偏好等品牌的專屬陷入成本C4，持續的追蹤與運用C4創造更深厚的品牌資產，產生態度與行為的忠誠，促使品牌永續的發展。