| dc.contributor.advisor | 劉秀明 | zh_TW |
| dc.contributor.advisor | Liu, Sandra | en_US |
| dc.contributor.author (Authors) | 歐霏 | zh_TW |
| dc.contributor.author (Authors) | Zsófia Ottóffy | en_US |
| dc.creator (作者) | 歐霏 | zh_TW |
| dc.creator (作者) | Ottóffy, Zsófia | en_US |
| dc.date (日期) | 2021 | en_US |
| dc.identifier (Other Identifiers) | G0108933054 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/135970 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 國際經營管理英語碩士學位學程(IMBA) | zh_TW |
| dc.description (描述) | 108933054 | zh_TW |
| dc.description.abstract (摘要) | For years now, the global music industry suffers from slow growth and insecure revenue sources, which became even more apparent during the COVID-19 pandemic. However, the South Korean music label HYBE Corporation showed remarkable growth in recent years, growing from a small national label to a global competitor listed on the Korean stock market. This thesis analyses the marketing strategies of HYBE that made this outstanding success possible.
A case study approach was adopted to study the marketing strategies of HYBE. The sources of information were secondary data and ten personal interviews conducted with HYBE artists` fans. The analysis showed that HYBE`s success could be attributed to three aligning strategies. Firstly, the company showed a novel approach to engaging with fans on social media through artist-to-fan direct communication amplified by company-produced content. Secondly, it adopted a new diversification strategy that includes content from the broader entertainment industry. Finally, HYBE ventured into technological innovation and built a one-stop solution platform for fan engagement and management.
HYBE is currently at the beginning of its global journey, but it is already clear that it will not stay within the boundaries of the music industry. Whether they can build a long-lasting market power will primarily depend on the success of their platforms and secondary if they can repeat their customer data-based artist-branding under new circumstances. | en_US |
| dc.description.tableofcontents | Table of Contents
1. Introduction 1
1.1. Revenue Sources in the Music Industry 2
2. Literature Review 10
2.1. Business Model 10
2.2. Empathy Map 11
2.3. Platform Business Models 11
2.4. Marketing Practices in the Music Industry 13
3. Methodology 15
4. Findings 17
4.1. Target Audience Empathy Map 17
4.2. Unique Value Proposition 27
4.3. Channel Innovation (Weverse and Weverse Shop) 48
4.4. Enhanced Customer Relationships (Co-creation with Fans) 52
4.5. Strategic Partnerships 58
4.6. Overview of HYBE’s Business Model 61
5. Discussion 66
6. Limitation and Further Research 69
7. Reference 70
8. Appendix 80 | zh_TW |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0108933054 | en_US |
| dc.subject (關鍵詞) | 韓國流行音樂 | zh_TW |
| dc.subject (關鍵詞) | 音樂行銷 | zh_TW |
| dc.subject (關鍵詞) | 社群媒體 | zh_TW |
| dc.subject (關鍵詞) | 粉絲 | zh_TW |
| dc.subject (關鍵詞) | 平台 | zh_TW |
| dc.subject (關鍵詞) | K-pop | en_US |
| dc.subject (關鍵詞) | Music Marketing | en_US |
| dc.subject (關鍵詞) | Social Media | en_US |
| dc.subject (關鍵詞) | Fandom | en_US |
| dc.subject (關鍵詞) | Platform | en_US |
| dc.title (題名) | 數位時代的創新行銷策略 – HYBE企業個案 | zh_TW |
| dc.title (題名) | Innovative marketing strategies in the digital age – A case study of HYBE Corporation | en_US |
| dc.type (資料類型) | thesis | - |
