The causation of the art alternative spaces, such as for anti-institutionalization, the lack of exhibition spaces for avant-garde, are no more a question; yet why do they still exist today? And now most of Taiwan’s alternative spaces are dependent on official subsidies to survive, and then what are the values of their existence? In addition, the art environment has changed, though the alternative spaces in Taiwan have developed for more than twenty years, they still have to be cautious at every step. This thesis researches on "Bamboo Culture Studio", "IT Park" and "Artqpie", the three alternative spaces to explore their operation and management of success factors, and their own unique "Blue Ocean".

This thesis introduces the "strategy canvas" and the "four actions framework" of Blue Ocean Strategy for analysis and action study, and finally put forward suggestions for their development. This study concludes that the establishment of its own think tank, incubation platform, the formation of arts network and the provision of service to the "ordinary people" are the “blue ocean” for these three alternative spaces. Through connecting with others to form stronger networks, recruiting people from multiple fields, and promoting self-value, the alternative spaces will become the irreplaceable spaces.