在過去的15年以來，我一直努力學(xué)習(xí)舞蹈表演，并通過參與各類演出和比賽，不斷地發(fā)掘自身技能與自身存在的意義。

現(xiàn)在，除了舞者與老師，藝術(shù)管理將成為新的探索旅途。我的研究方向以舞團(tuán)、舞蹈劇院為主，將我本身專業(yè)方向與管理知識相結(jié)合，對英國種族平等舞團(tuán)“黑色芭蕾舞團(tuán) (Ballet Black)”、特殊人群友好舞團(tuán)“坎多科舞團(tuán)(Candoco Dance Company)”，及倫敦最大舞蹈劇院“沙德勒之井劇院(Sadler's Wells Theatre)”等進(jìn)行研究。包括他們的市場分析、受眾群體分析、營銷方法等，并從中了解到英國舞蹈市場的多樣性，觀眾群體的年齡性別主要分布以及線上線下的多元化推廣，同時探索研究各個團(tuán)體在藝術(shù)市場中的發(fā)展前景。

沙德勒之井劇院(Sadler's Wells Theatre)作為我個人主要研究組織，我從最初的劇院信息調(diào)研、往年財務(wù)報告、受眾群體、合作團(tuán)體及其所涉獵項目等，到隨后應(yīng)用SWOT分析法對沙德勒之井劇院(Sadler's Wells Theatre)進(jìn)行了內(nèi)外部優(yōu)劣勢分析，最終為其制定未來三年可行的發(fā)展策略。通過搜尋大量報告及藝術(shù)市場政策，我發(fā)現(xiàn)該劇院在脫歐、調(diào)平政策(Levelling Up Policy)及疫情影響等情況下仍有資金匱乏的問題存在。因此，我針對這些問題分別創(chuàng)建了舞團(tuán)合作表演及教育項目集資方案，提出合作方法及數(shù)字影院與贊助商會員套餐等不同解決方案，以實現(xiàn)劇院設(shè)施改善及預(yù)備專業(yè)舞蹈演員的培養(yǎng)。

ZHAO Xintian     

Dance Producing Management

For the past 15 years, I have been studying hard to learn dance and constantly exploring my potential and meaning by participating in various performances and competitions.

Nowadays, apart from being a dancer and teacher, art management will become a new journey of exploration. My research focuses on dance troupes and dance theatres, combining my professional expertise with management knowledge to conduct research on the UK racial equality dance troupe 'Ballet Black', disability friendly dance troupe 'Candoco Dance Company', and the largest dance theatre in London, Sadler's Wells Theatre. By analysing their markets, audiences, marketing methods, etc. I could better understand the diversity of the British dance market, the age and gender distribution of the audience, and the diversified promotion both online and offline. At the same time, the development prospects of each group in the art market are also my exploration and research.

Sadler's Wells Theatre as my main research organization, started with theatre information research, past financial reports, audience groups, collaborative organizations, and their related projects. Then, I applied SWOT analysis to analyze the internal and external strengths and weaknesses of Sadler's Wells Theatre and ultimately developed feasible development strategies for the next three years. Through searching for a large number of reports and art market policies, I found that the theatre still faces funding shortages despite Brexit, Leveling Up Policy, and the impact of the pandemic. Therefore, I have created dance troupe collaboration and educational project fundraising plans to address these issues. I proposed digital theatre and sponsorship packages, in order to improve their facilities and training programme for pre-professional dancers.