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|Keywords:||雜誌出版;出版產業;經營狀況;調查;雜誌產業環境;量化調查;深度訪談;雜誌出版業產值;Publishing;industry;magazine;B.Quantitative;C.Qualitative;A.Annual output value;統計學;社會學;管理科學|
|Issue Date:||2010-11-11 14:21:03 (UTC+8)|
|Abstract:||為能瞭解國內雜誌出版產業之最新產業動態、趨勢、經營現況及瓶頸，以作為政府推動雜誌出版產業發展、擬定相關施政決策之參據，並提供雜誌出版業者在面對知識產業的國際競爭壓力下，謀求因應之道，提升國際競爭能力，行政院新聞局特委託執行「中華民國94年臺灣雜誌出版產業經營狀況調查研究」，以提供各界對於國內雜誌出版市場現況有更深入的認識。本專案為三年計畫，本年度為第一年，僅針對雜誌出版業者進行調查，有關通路商、廣告主、消費者之調查將分別於第二、三年進行。今年主要的工作目標第一階段「量化調查國內雜誌出版業者之經營概況」；第二階段「質化深度訪談國內100家具代表性之雜誌出版業者」；第三階段「彙整國內外相關雜誌出版產業發展文獻資料及國內雜誌市場調查結果」。旨在達成下列目標： 1. 瞭解雜誌出版業者產業發展狀況、未來發展趨勢、面臨問題及政府可協助事項、其他建議事項。 2. 嘗試以雜誌出版業者經營類型及狀況進行市場區隔，了解區隔內及區隔間的競爭態勢。 3. 分析國內雜誌出版業者的市場競爭力。 本研究報告共分為七章，第一至二章主要針對雜誌產業環境及特性進行描述。第三-五章主要針對雜誌產業目前的整體表現、發展狀況及投資效益進行分析。第六-七章主要探討海外華文雜誌市場發展現況，並討論臺灣雜誌進出口及國際化概況，以探討國內業者未來發展前景，並彙整本研究發現及調查廠商意見，提出相關結論及建議。 研究方法 1.量化調查方法調查執行期間為2005年7月11日至9月30日，共回收256份有效問卷，回收率為74.2%。調查內容(1)基本資料(2)經營狀況(3)赴大陸發展業者之經營概況(4)其他（包括公司經營理念、目標等）。 2.質化研究調查時間自2005年8月15日至10月14日止。針對100家較具有代表性之業者，進行深度訪談，目的在瞭解：一、國內雜誌出版業者的經營狀況；二、國外雜誌市場的競爭力；三、國內業者對赴大陸投資的看法；四、國內未來產業發展的趨勢；五、政府當局可以提供的輔導或協助。 3.產業分析彙整國內外雜誌出版產業市場資訊，並進行雜誌出版業的產業分析。 雜誌出版業者輪廓 集團比例：27.3%業者是屬於集團之成員。 組織型態：40.4%公司組織型態為「股份有限公司」，24.3%為「有限公司」，而屬於「獨資」的比例為33.5%。 登記資本額：經營規模是以中小型為主，公司登記資本額在500萬元以下之業者比例占63.5%。 資金來源及比例：資金完全來自本國人或本國企業比例達93.7%，中外合資占6%，完全由外國人或外國企業投資比例只占0.3%。 其他經營項目：只有27.0%業者有從事其他經營項目。 創刊時間：雜誌業者有84.0%是在民國66年至90年間設立，其中有56.6%是在民國71-85年間設立。 發行刊物數：整體而言，平均每家雜誌社發行1.6本雜誌。 雜誌出版輪廓： 出版週期：61.6%出刊週期為月刊；14.9%為雙月刊；10.2%為季刊。 雜誌類型：流行時尚最多（19.5%），其次電腦/資訊/網路（7.1%），再其次文學、歷史與哲學（6.2%）及兒童青少年雜誌（6.2%）。 語文類型：91.4%的雜誌語文為「中文」，英文誌僅有7.3%。 創刊時間：五成以上雜誌都在民國86年以後創刊，平均每一本雜誌發行年數大約是9.9年。 版權方式：整體而言，有86.7%的雜誌是自行出版。 雜誌價格：雜誌的平均零售價為169.9元。 年發行量：各類雜誌的年平均發行量為56.9萬本。 雜誌出版業產值推估推估2004年345家雜誌出版產業整體營業收入約為254.8億元(不包含非營業收入)；推估營業支出約為203.4億(不包含非營業支出)。業者收入42.2%來自販售雜誌；其次是廣告約37.0%。平均獲利率約為16.4%。 產業重要性逐年提升相對於文化、運動及休閒服務業部門的GDP比重，國內雜誌出版業的營收比重亦自2000年的6.14%逐年的成長，2004年也達到12.45%，4年之內足足成長了一倍。 雜誌出版業人力概況 員工人數：絕大多數為小型企業，員工人數在1-10人之規模者比例最高（44.9%）。 員工性別：女性從業人員明顯高於男性從業人員。男性員工比例為36.8%，女性員工比例則為63.2%。 員工年齡：83.0%年齡在21-40歲之間，屬於較低年齡層者投入的產業。 教育程度：83.6%為專科或大學，屬於較高學歷者投入的產業。 營業支出：雜誌業者之薪資支出（含正職員工薪資及其他撰稿或委外薪資等）占總支出之比例平均為42.6%。 雜誌朝向分眾化市場發展以內容區分－雜誌內容多元化、以年齡區分－女性雜誌向更年輕市場區塊發展、以性別區分－男性雜誌興起、以嗜好區分－分眾雜誌的發展。 面臨的危機或威脅 1. 政策因素：與大陸業務往來成本太高，削弱業者的競爭力。 2. 經濟因素：人口外移、出生率減少、臺灣市場太小、經濟不景氣、失業率增加、商機逐漸流失，以及相關產業發展的影響等問題。 3. 社會因素：閱讀人口減少、出生率降低、專業人才不足、八卦雜誌風行、時尚雜誌增加、不重視版權、讀書風氣不盛，加上網際網路興起、廣播電視普及等因素，都影響雜誌出版產業的發展。 4. 市場因素：薄利經營、通路費太昂貴、價格競爭激烈、大集團可能併購，以及市場走向分眾化等。 5. 外資的威脅：外資企業以資金與國際知名品牌的優勢進駐臺灣。 雜誌出版業成本結構 營業支出：以薪資支出所占比例最高（42.6%）；其次是印刷、裝訂、紙張的支出（38.4%），其他支出為19.0%。 員工比例：以編輯部人數比例最高（45.2%）；其次是行銷/企劃部（12.5%）、廣告部（11.2%）、行政管理/人事部（10.1%）、發行部（9.2%）。 薪資比例：以編輯部比例最高（46.8%）；其次行政管理/人事部（14.1%）；再其次發行部（11.5%）、廣告部（8.6%）、行銷/企劃部（8.4%）。 雜誌出版業技術與系統 電腦設備：雜誌出版業者員工電腦使用率平均達94.1%。電腦可連結網際網路的比率平均達95.3%。員工上網普及率平均達95.9%。使用電子郵件的比率以80%以上的比例為最高（88.1%）。 數位管理：62.2%雜誌出版業者目前沒有提供網路購物下單服務。46.6%業者有導入顧客關係管理(CRM)；沒有導入任何電子化應用系統的比例達47.6%。 電子雜誌：92.6%雜誌出版業者尚未發行電子雜誌。有發行電子雜誌的業者平均每家投入的人力為2.3人、投入的資金為90萬元。 進入大陸市場經營現況 進入大陸市場投資的業者中，僅有10.4%已經開始進入獲利階段，44.1%已達到損益平衡階段，20.1%仍在投入資金階段。 與大陸有合作的業者中，有60.5%合作模式為授權出版；其次為廣告代理發行（19.8%）、選擇特定刊物合作內容（16.3%）。 業者進入大陸市場的優劣勢分析一、優勢：(1)編輯和行銷經驗。(2)善用兩岸各自優勢共創利潤。二、機會：(1)大陸雜誌市場迅速成長。(2)臺灣雜誌出版品質優於大陸。三、威脅：(1)覬覦大陸商機的國際雜誌社也在加速布局。(2)沒有自己的刊號經營根基不穩固。(3)市場變化快速。 臺灣雜誌進出口概況 71.2%業者沒有與國外合作，28.8%有與國外合作。有與國外合作中，有四成五（45.4%）是與大陸合作；其次是與美國（36.6%）、香港/澳門（31.9%）合作；再其次是與日本（25.6%）合作。 48.6%業者未來三年內沒有海外投資計畫；24.6%業者尚在評估中；26.3%未來三年內有海外投資計畫，19.8%表示已在規劃中。 41.4%業者對未來三年雜誌出版業抱持樂觀態度；23.6%認為會持續現況，不會有太大變化；34.4%對未來產業發展抱持悲觀態度。 雜誌產業未來發展趨勢 1. 媒體集團化：採用跨媒體式的經營集團（如電視、新聞、報紙及雜誌等），更能輕易掌控多國市場商機。 2. 採用網路行銷及發行電子期刊：網路普及改變閱讀習慣，更豐富的訊息，更容易進行搜尋，更容易引用及保存。 3. 雜誌內容圖像化：迅速傳達讀者資訊，編排越來越重視圖像比重，未來仍會朝向少文多圖的方向發展。 4. 實用平價、易攜帶的雜誌潮流：實用性與指南性的資訊提供，大量圖片、輕薄短小、少文字的雜誌將成為新潮流。 5. 便利化的消費通路：雜誌的取得便利性也逐漸成為實用的指標。 6. 手機簡訊小說：隨著3G、4G手機推出，無線寬頻 WIFLY 網路營運，手機閱讀可能會是手機族、拇指族的重要訊息管道。 7. 更加國際化的發展：市場越來越開放，積極向外尋求發展不可避免，兩岸交流機會日益頻繁景象已成為共識。 對雜誌產業經營之建議運用公開市場募集資金、善用結盟方式擴展規模、重視新技術發展趨勢、培養青少年閱讀習慣、思索導入漫畫的發展空間、排除大眾化雜誌的迷思。 其他相關研究建議建立雜誌出版產業資料庫、強化調查服務的功能、提供大陸市場商情、協助廠商開拓國際華文市場、持續推動出版事業獎助及輔導工作。 業者的建議 1. 政策面：維持大陸政策彈性，以及輔導本土雜誌對外輸出。 2. 法規面：法規規範內容以及法規制定應該明確化，主要通路集中在少數幾家業者，希望政府能有法規規範通路費用。 3. 行政面：培養專業出版及行銷人才、奬勵數位化、輔導網路平台建置、輔導發行量稽核制度的建立。 Research Report on the Survey of the Magazine Publishing Industry in Taiwan To understand the latest developments, trends, and status of operations of Taiwan’s magazine publishing industry, as well as the bottlenecks affecting it, the Government Information Office under the Executive Yuan authorized TrendGo Survey Research Co., Ltd. to conduct the 2005 Survey of the Magazine Publishing Industry in Taiwan such that this industry might be better understood. The results of this survey can help the government aid the development of the industry, act as a reference or research tool for government agencies in policymaking, and enhance the overall global competitiveness of this knowledge-based industry. I. Foreword Work during 2005, the first year in this three-year project, focused on magazine publishers. Magazine retailers, advertisers, and consumers will be considered in the second and the third years. For 2005, the main objectives were pursued in three different stages: the first stage was to conduct quantitative research on the current state of the industry; the second stage was to carry out in-depth qualitative interviews with 100 magazine publishers considered representative of the industry; and the last stage was to collect information related to the domestic and foreign magazine publishing industries as well as to publish the results of the survey. The main objectives are to: 1. Understand the current state of the industry, future development trends, existing problems and government assistance needed, as well as other suggestions 2. Segment the market based upon categories to gain a better understanding of competition inside and between each segment 3. Analyze the competitiveness of domestic magazine publishers II. Research Methods A. Definition of population The survey defined a magazine publisher as “a firm with a specific name that publishes periodicals at regular intervals of more than 7 days but less than 3 months and that has been granted a permit in accordance with Taiwan’s corporate laws or commercial enterprise registration laws.” The population studied included 345 magazine publishers, which published a total of 555 magazines. B. Quantitative research The survey was conducted from July 11, 2005, to September 30, 2005. Questionnaires were sent out by mail and responses were collected in a number of ways. Approximately one week after the questionnaires were sent out, answers were gathered mainly via telephone calls made to recipients of the questionnaire, but also via telephone interviews, faxes, emails, and personal interviews. A total of 256 valid answers were received, which translated into a retrieval rate of 74.2 percent. C. Qualitative research One-on-one in-depth interviews were held from August 15, 2005, to October 14, 2005, with representatives of the aforementioned 100 magazine publishers. Interviewees were mainly these publishing firms’ CEOs, circulation directors, chief editors, as well as editorial department, marketing department, sales department, and administrative department heads. These interviews were held to gain a fuller understanding of the current state of domestic magazine publishers’ operations, the competitiveness of foreign magazine markets, interviewees’ opinions on investing in China, future trends in the domestic publishing market, and assistance or guidance needed from government agencies. D. Industry analysis Information concerning the domestic and foreign magazine publishing markets was gathered. This information was drawn from industry-related documents, statistics, databases, analysis reports as well as the analysis made to synthesize the qualitative and quantitative research done. III. Overview of Taiwan’s Magazine Publishing Industry A. Overview of Taiwan’s magazine publishers A synopsis of Taiwan’s magazine publishers is as follows: Percentage of businesses that belong to a business group: 72.7 percent of publishers surveyed did not belong to a business group, were not a branch company, and were neither a parent corporation nor a subsidiary, while 27.3 percent were members of a business group. Types of organizations: 40.4 percent of the companies were companies limited by shares, 24.3 percent were limited companies, and the remaining 33.5 percent were sole proprietorships. Capitalization: the majority of publishers were small or medium-sized enterprises. Those with capitalization of under NT$5 million comprised 63.5 percent of all publishers. Source of capital: 93.7 percent of publishers raised their funds solely from Taiwan’s enterprises or people, 6.0 percent raised capital funds through joint ventures of both domestic and foreign companies, and only a small portion, 0.3 percent, received all of their investment from foreigners or foreign companies. Other business activities: just 27.0 percent of firms were engaged in operations outside the magazine publishing business, indicating that only a handful practiced business diversification. Year of establishment: 84.0 percent of respondents were established between 1977 and 2001; 56.6 percent were founded between 1982 and 1996. Number of publications: 75.7 percent of publishers surveyed issued only one type of publication. On average, each publisher issued 1.6 magazines. B. Overview of magazines published The survey indicated the following characteristics concerning the magazines published: Frequency of publication: 61.6 percent of magazines were monthly periodicals, 14.9 percent were bi-monthly, and 10.2 percent were quarterly periodicals. Category: fashion was the top category, accounting for 19.5 percent of the market, followed by computer/information/Internet at 7.1 percent, literature/history/philosophy at 6.2 percent, and children/youth at 6.2 percent. Language: 91.4 percent of the magazines were in Chinese, while 7.3 percent were in English. Year of publication: over half of the magazines were issued after 1997. Magazines surveyed had been published an average of 9.9 years. Those categories of magazine with an average publication history of 15 years or greater were: religion and social life at 32.3 years, literature/history/philosophy at 20.6 years, finance/economics at 18.7 years, and news/law/politics at 14.5 years. These categories had a longer publication history than others. Copyright: 86.7 percent of publishers were the copyright holders. Less than 10.0 percent each either published or sold foreign magazines after purchasing the copyright. Price: the average overall retail price of magazines was NT$169.9. Total circulation: language learning magazines had the highest average annual circulation, selling 1,826,000 copies; followed by news/law/politics, selling 1,612,000; and finance/economics, selling 1,206,000. The average annual circulation for all categories was 569,000. IV. Overall Industry Performance A. Annual output value The estimated annual revenue for 2004 of the 345 magazine publishers was approximately NT$25.48 billion (not including the revenue created by non-magazine-related operations). Estimated expenditures in the same year were NT$20.34 billion (not including expenditures on non-magazine-related operations). Sales of magazines accounted for 42.2 percent of magazine publishers’ income; advertising revenue was next with 37.0 percent. The average rate of return was 16.4 percent. Cross-analysis indicated that large and medium-sized enterprises saw higher rates of return in the magazine publishing industry. B. Increasing importance of the industry The revenue of the domestic magazine publishing industry climbed from 6.14 percent in 2000 to more than double that figure, 12.45 percent, in 2004, of the culture, sports, and recreation sector as a percentage of the gross domestic product (GDP). C. Human resources Looking at size, the vast majority of magazine publishers were small or medium-sized firms. The average number of employees was 27.1. Those publishers with 1-10 employees dominated the industry, accounting for 44.9 percent. With regard to gender, female staff far outnumbered male staff. Only 36.8 percent of all employees were male, while female workers comprised 63.2 percent of all workers. The vast majority of employees in the industry were young: 83 percent of workers were between 21 and 40 years old. As 83.6 percent of employees had attended college or university, it can be seen that this industry’s workers were comparatively well educated. Salaries accounted for 42.6 percent of expenditures. D. Personnel numbers and salary levels falling Perhaps because of the increasing amount of work done by computers, combined with unfavorable economic conditions, magazine publishers slowed personnel development. Moreover, fierce competition within the industry caused many firms to downsize. V. The current state of the industry A. A move towards mass customization The magazine market is moving toward mass customization in order to satisfy the needs of different customer groups. Current market trends include: the diversification of magazine content, the targeting of women’s magazines at younger readers, the emergence of a men’s magazine market, and increased detail in mass-customized magazines. B. Changes in magazine distribution channels Changes in distribution channels meant that approximately 30 percent of publishers did not derive their main income from magazine subscriptions. Fifty-six percent of publishers’ main source of income came from sales at retail outlets, while 44.0 percent came from subscriptions, showing that marketing and the development of retail channels are increasingly important. In terms of distribution channels, 81.8 percent of publishers sold through dealer channels, sales of which accounted for 63.5 percent of overall magazine sales. Agents were used by 47.1 percent of companies, and their sales made up the remaining 36.5 percent. Again considering distribution channels, for dealer distribution channels as well as agent distribution channels, the group consisting of wholesalers, dealers, distributors, and agents accounted for the largest portion of sales, at 25.8 percent and 16.6 percent, respectively. Marketing expenditures: average spending on marketing for all publishers was NT$1,111,000, representing 3.7 percent of overall expenditures, demonstrating that marketing was not a major expense. C. Changes in advertising in Taiwan’s main media Advertising revenue sources were concentrated in a small number of categories. According to statistics gathered by Rainmaker • XKM International Corp., 70 percent of all advertising revenue in Taiwan’s magazine industry came from 10 types of products, which included high-end cosmetics, watches, and automobiles. D. Market competitiveness Magazine firms pointed out that, in order to become more competitive, operating strategies should place a greater emphasis on two areas: management and marketing. 1. Management: management must be emphasized at every level of business operations, such as human resources management, performance management, cost management, quality management, and information management. This can enhance publishers’ overall efficiency and product quality, make firms more flexible, and increase market competitiveness. 2. Marketing: marketing must focus on satisfying readers’ needs and wants, incorporating innovative content, increasing brand awareness, strengthening international capabilities, and seeking partnerships as a means to expand the market. E. Risks and threats to the industry 1. Political factors: the cost of doing business with China was too high, which reduced the competitiveness of Taiwan’s magazine enterprises. Consequently, it is hoped that Taiwan’s government can take steps to promote the industry’s moves to enter Chinese-language markets. 2. Economic factors: emigration, a low birth rate, a limited local market size, an economic recession, a high unemployment rate, the erosion of business opportunities, and issues arising from the development of other magazine-related industries were all problems plaguing the industry. 3. Social factors: a decrease in the reading population, a fall in the birth rate, a shortage of qualified professionals, the popularity of gossip magazines, the growth of fashion magazines, a lack of emphasis on intellectual property rights, the unpopularity of reading, the emergence of the Internet, and the prevalence of television and radio broadcasting have all been factors influencing the overall development of the publishing industry. 4. Market factors: operation on thin margins, prodigious spending on distribution channels, intense price wars, mass customization, and a decrease in economies of scale, among other things, have been affecting the industry. 5. Threat of foreign investment: foreign publishers have entered the market with substantial capital and high brand awareness, which has badly hurt local magazine publishers, especially large or medium-sized publishers of mass-circulation magazines. VI. Investment and Profitability A. Cost structure Of all expenses, salaries accounted for the greatest share at 42.6 percent, printing/binding/paper was second at 38.4 percent, and other expenses made up 19.0 percent. Moreover, the smaller magazine companies were, the more they spent on printing/binding/paper/salaries. The greatest portion of employees, 45.2 percent of the total, was found in editorial departments. Those in marketing accounted for a further 12.5 percent, followed by those in advertising for 11.2 percent. Administration/personnel added another 10.1 percent, and circulation fell behind this, accounting for 9.2 percent. With regard to salaries, those in editor departments accounted for 46.8 percent, those in administration/personnel for 14.1 percent, those in circulation for 11.5 percent, in advertising departments for 8.6 percent, and in marketing/planning for 8.4 percent. B. Evaluation of overall business performance A higher percentage of large magazine publishers (with capitalization of over NT$5 million) reported that their business performance was satisfactory or fair; a relatively low percentage of small companies (with capitalization of under NT$5 million) reported their business as being satisfactory or fair. C. Publishing technology and information technology (IT) systems An average of 94.1 percent of firms’ employees had access to computers. Internet access was available on 95.3 percent of computers. Almost all, 95.9 percent, of employees used the Internet, and nearly as many, 88.1 percent, used e-mail. The majority of magazine companies, 62.2 percent, had not yet offered online shopping or ordering services. Nearly half, 46.6 percent, had adopted customer relationship management (CRM) software, while 47.6 percent did not have an electronic application system. D. Digital publishing The vast majority, 92.6 percent, of companies had not yet published digital magazines. Those that had done so had allocated 2.3 persons and NT$900,000, on average, to this service. E-publishing has the advantages of lowering expenditures on printing and paper. It also allows magazine companies to concentrate their resources on enhancing the quality of magazine content and finding new subject matter for magazine articles. Also, publishers utilizing e-publishing do not have to worry about magazine return rates and problems related to inventory. Furthermore, e-magazines are timelier than their paper counterparts. Once an e-magazine is published, it can be displayed at different online bookstores around the world simultaneously, meaning that physical space is no longer a limitation. VII. Current Developments in the Overseas Chinese-language Market A. Entering China’s market Only 10.4 percent of those magazine publishers that had invested in China had already begun to see a profit, 44.1 percent had broken even, and 20.1 percent were still in the investing stage. Of those firms from Taiwan that had partnered with a Chinese publisher, 60.5 percent had leased their copyrights, 19.8 percent used their counterparts as advertising agents, and 16.3 percent cooperated with Chinese publishers on the selection of magazine content. B. Reasons for not having plans to invest in China Reasons for not having plans to invest in China included: intense competition in the market, a lack of understanding of China’s regulations and market environment, and the high risk of investing overseas. Due to a dearth of investment guidance from Taiwan’s government and of protective policies, many magazine publishers did not want to invest in China recklessly. Failure to receive a publication number and unclear regulations were considered to be the main factors hindering entry into China’s market. Cooperation between Taiwan’s and China’s publishers took the forms of: working together on copyrights deals; acting as agents for advertising, distribution, printing, and the sale of past issues; and establishing press centers. Of these, cooperation on copyright deals and acting as advertising or distribution agents were the most common. C. Strengths and weaknesses of publishers entering China’s market 1. Strengths: Taiwan’s magazine publishers are experienced in marketing and editing. By utilizing their individual strengths, publishers from both Taiwan and China will be able to make profits together in the future. 2. Opportunities: China’s magazine market is maturing rapidly, and Taiwan’s publishers have the competitive advantage of putting out superior products. 3. Threats: Setting their eyes on the business opportunities in China, international magazine publishers are also planning to enter that market. Taiwan’s publishers have hesitated to move forward due to concern over obtaining publication numbers from the Chinese government, as this uncertainty means that the foundations for business operations are not stable. Being sensitive to the rapid changes in the Chinese market is another challenge for Taiwan’s magazine publishers. D. Overview of magazine imports and exports A large portion, 71.2 percent, of publishers had not developed any partnerships with foreign publishing companies, but 28.8 percent had. Of those who had partnerships, 45.4 percent had partnered with firms in China, 36.6 percent with firms in the United States, 31.9 percent with those in Hong Kong or Macao, and 25.6 percent with those in Japan. Nearly half, 48.6 percent, of companies indicated that they had no plans to engage in foreign investment in the next three years, 24.6 percent were assessing such an investment, 26.3 percent had plans for overseas investment in the next three years, and 19.8 percent were making investment plans at the moment. Looking at the state of the industry over the next three years, 41.4 percent of those polled were optimistic, 23.6 percent believed that the situation would remain the same, and 34.4 percent were pessimistic about the future of the industry. VIII. Conclusions and Suggestions A. Industry development projections 1. The emergence of media groups: cross-media integration (such as televisions, news, newspapers, and magazines) allows for better control of multinational business opportunities. 2. E-journal production and Internet marketing strategies: the ubiquity of the Internet, changes in reading habits, the possession of an abundant amount of information, as well as the increased ease of searching for, citing, and storing information are the major trends affecting the development of the media industry. 3. A move towards more pictures in magazines: in order to get information more rapidly to readers, more emphasis is being laid on the inclusion of photographs in page layouts. The industry is developing towards including more pictures and fewer words in publications. 4. Magazines are becoming more portable and affordable: there is a trend toward including practical information that provides guidance in magazines. Magazines are also beginning to feature characteristics like being lighter, thinner, and smaller, as well as including fewer words and more pictures. 5. Convenient methods of purchasing: how accessible a magazine is has become an indicator of its overall usefulness. The number of consumers who purchase magazines at retail store counters is increasing. 6. Using cell phones for text messaging and reading novels: with the emergence of 3G and 4G cell phones and the introduction of WIFLY Wireless Internet, cell phones may become an important medium for reading. 7. Greater internationalization: the magazine publishing market is becoming more and more liberalized. Looking for new business opportunities is a trend that cannot be ignored, and interactions between Taiwan and China are increasing day by day. B. Suggestions for magazine publishers in Taiwan 1. Raise funds in the open market: by raising funds from multiple sources, magazine publishers can improve their organizational structures, increase the stability of their business operations, enlarge their business, enhance brand awareness, and strengthen overall market competitiveness. 2. Expand through forming alliances: creating alliances inside and outside the industry could greatly expand business as well as help the industry to diversify. 3. Emphasize technology developments: in the digital era, combining information, communication, and other software and hardware applications will help magazine publishers to build alliances across different industries. Through these relationships, publishers can easily set up platforms for the publication and distribution of digital magazines. 4. Cultivate the habit of reading in young people: many young people have already become used to reading magazines that incorporate both words and photos. Consequently, magazine publishers should pay attention to how the reading habits of these people develop. 5. Use caricatures or comics in magazines: due to a decrease in leisure time, it is necessary to rapidly deliver information in both words and pictures to readers. The idea of using caricature- or comic-style presentations in magazines in order to better communicate with readers is full of potential. 6. Leave behind the myths associated with mass production: raising the quality of magazine content, focusing on niche markets, and seeking the optimum circulation volume in each market segment are ways in which the industry could develop. C. Other suggestions 1. Set up an industry information database: conduct research on the whole industry regularly and set up a database that stores information on upstream, midstream, and downstream magazine publishers in order to enhance the capabilities of the database. Related policies should be adjusted from time to time according to the industry’s domestic situation. 2. Strengthen the use of the survey results: relevant government agencies are advised to make good use of the data and results provided by this survey and offer related information to the whole industry and to individual publishers. For example, an analysis of the operating efficiency of each individual publisher could be used to help these publishers improve their efficiency. 3. Provide intelligence on China’s market: relevant government agencies should continue to provide market intelligence on the publishing industry in China. This could improve the overall export performance of Taiwan’s publishers and reduce the risk of investment failure due to lack of market information. 4. Assist Taiwan’s publishers in developing the Chinese-language market: encouraging Taiwan’s publishers to attend international exhibitions and other related activities, helping domestic publishing associations to get involved in international publishing affairs, and assisting them in building relationships with other nations could be effective ways of exploring the Chinese-language market. 5. Continue to provide rewards and guidance to publishers: efforts could include offering different publishing industry awards, prizes, and other accolades, providing information platforms and yearbooks, conducting surveys on the industry, encouraging digital publications, and offering favorable loans. D. Expectations Taiwan’s publishers have of the government 1. On policy: maintain policies’ flexibility with regard to China and assist local publishers in exporting their magazines. 2. On regulations: make regulations clear and specific. As major distribution channels are controlled by only a few magazine publishers, it is hoped that government agencies can regulate the fees associated with distribution channels. 3. On administration: cultivate professionals in publishing and marketing, encourage magazine publishers to go digital, assist in building network platforms, and aid in setting up systems to audit magazine circulation to maintain order in the market.|
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