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題名 紀實娛樂頻道的國際化策略分析
The international strategy of Real-World entertainment channel
作者 洪琪真
Hung, Chi Chen
貢獻者 陳建維
Chen, Chien Wei
洪琪真
Hung, Chi Chen
關鍵詞 國際化
標準化與在地化
紀實娛樂
Discovery頻道
Internationalization
Standardization & Localization
Real-World Entertainment
Discovery Channel
日期 2011
上傳時間 1-Nov-2012 13:51:50 (UTC+8)
摘要 文化的重要性，巳躍居為國家戰略級的地位。兩岸政府都將文化創意產業的發展列入下一波的新興產業，期許它能成為推動下一波經濟的新引擎。然而，文創產業除了強調文化在地性之價值，更重視與國際接軌，才有機會跨越國界，創造出如韓劇《大長今》遍及全球60國家的900億新台幣的週邊效益（超越750萬台EeePC的產值）。

八十年代起，各國政府對媒體解除管制，及新科技的推波助瀾，美國電視集團紛紛前進海外市場佈局。本研究針對Discovery傳播集團如何建立全球品牌，在國際化的過程將節目及行銷依不同市場選擇不同的在地化策略，最終將紀實影片的利基市場，從美國擴大到歐洲、亞洲、拉丁美洲等國際市場，成為全球性的紀實娛樂頻道的領導品牌。

Discovery傳播集團因其知識性與教育性的內容，天生具備「政府友善」(Government Friendly)的特質，迅速在美國成長。但其國際化初期，因節目版權、各國政府法令限制在地製作內容的比例、觀眾偏好不同等挑戰，進而推出尋求在地人才製作在地節目的《新銳導演計畫》，並舉辦紀實影片研討會廣納人才。隨後又與BBC合作推出大成本、大製作的紀實影片，推出「與世界同步觀賞」的世界級節目，建立全球一致的品牌形象。過程中，Discovery累積並發展出其核心能力，並複製到其他市場，是最終建立其全球品牌價值、優勢、及持續成長的重要關鍵。

透過四個個案的分析－《流言終結者》、《新銳導演計畫》、《聖母峰：攀越巔峰》及《瘋台灣》，探討Discovery「節目與行銷」vs.「標準化及在地化」四種策略的成效，進一步確認「在地化」因子，在國際化過程極為重要的關鍵。「在地化」架構一個平台，讓在地的觀眾、媒體、廣告主、政府能有進一步參與的角色，並達成以5R的綜效（Local Relevant、Rating、Relationship、Revenue、Recognition）。

關鍵詞：國際化、標準化與在地化、紀實娛樂、Discovery頻道。
The huge success of Cool Britannia, Korean drama & K-pop, cultural and creative industries, aka soft power, are considered key drivers in booting economic growth by Taiwan & Mainland China governments. The key factor behind this success is internationalizing the unique local culture.

The objective of this study is to reveal the internationalization history, the factor & the formula behind the World’s number one real-world entertainment media - Discovery Communications Inc. What challenges did Discovery confronted back to early 90s, and what competence the company built up through limited resources over the past 27 years, and how it adopted the success formula from Europe to Asia and make Discovery a global brand.

The research analyzes four cases which include Mythbusters, First Time Filmmakers, Everest and Fun Taiwan by the framework of standardization and localization vs. programming & marketing. Through the process, this work reveals the key successful factor is localization either in programing or marketing. Therefore it creates a local-friendly platform to further engage local partners- viewer, advertiser, media & government to take part in and achieve a multi-purposes success – the 5R synergy- Local Relevant, Rating, Relationship, Recognition & Revenue.



Key words: internationalization, Discovery Channel, real-world entertainment, standardization & localization
參考文獻 一、 中文部份
于卓民（2008）《國際企業：環境與管理》三版，華泰文化。
陳振祥與李吉仁（1998）《企業概論：本質、系統與應用》。
吳思華（2000）《策略九說》三版，台北：臉譜田出版社。
楊宗欣/李麗說/林伶瑾編譯（2005）《當代國際企業》第六版，。
方至民（2006）〈MTV在地化，一樣酷！〉，《經濟日報》 2006年12月17日 。
林建煌（2011）《國際行銷管理》三版，華泰文化。
邱憶惠（1999）《個案研究法：質化取向》教育研究，7，P113-127。
鄭淑文（2007）《紀實娛樂頻道節目全球在地化歷程探析—以 Discovery 在台灣的發展為例》，政治大學傳播學院碩士在職專班論文。
林東民（2010）《國際媒體集團的在地化策略》，台灣大學經營管理學院碩士在職專班論文。
郭詠萱（2007）《跨國女性雜誌「在地化」之研究分析》，「｛飆心立藝｝數位科技暨傳播媒體學術暨實務研討會」論文，台北縣板橋。
劉萍（2000a）。〈約翰‧漢卓克斯：辦媒體比辦學校的影響力大〉，《今周刊》，164期，2006年5月17日，取自 http://www.businesstoday.com.tw/Web_Content/article.aspx。  
二、 英文部份
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Barney, J. B. (1991). “Firm Resources and Sustained Competitive Advantage”, Journal of Management, 17(1), 99-120.
Cavusgil S Tamer (1984). "Differences Among Exporting Firms Based on Their Degree of Internationalization", Journal of Business Research. 12(2), 195-208.
Cbalaby, J. K. (2002). “Transnational television in Europe: The role of Pan-European channels”, European Journal of Communications, 17(2), 183-203.
Chandler A.D.(1990)”Scale and Scope: The Dynamics of Industrial Capitalism”, Cambridge: Harvard University Press.
Chatterjee S, Wernerfelt B.(1991) “The link between resources and type of diversification: theory and evidence.” Strategic Management Journal, 22, pp.747-776.
Chuang, Y.C. and C.M. Lin (1999). “Foreign Direct Investment R&D and Spillover Efficiency: Evidence from Taiwan’s Manufacturing Firms”. The Journal of Development Studies, 35(4), 117-137.
Davidson, W.H. (1980), “The Location of Foreign Direct Investment Activity: Country Characteristic and Experience Effect”, Journal of International Studies, pp.9-22.
Deresky, Helen(1994) “International Management: Managing across boarders and cultures”, New York: Haper Collins College Publisher.
Dolwing, P.J. and Schuler, S. (1990), “International Dimension of Human Resource Management”, PWS-KENT Publish Co.
Elfriede Fürsich, (2003).”Between Credibility and Commodification: Nonfiction Entertainment as a Global Media Genre”, International Journal of Cultural Studies.
Anderson, E. and Gatignon, H., “Modes of Foreign Entry: A Transaction Cost Analysis and Proposition” Journal of International Business Studies, Fall 1986, pp.1-26.
Erramilli, M.K., Rao, C.P. (1993), "Service firms’ international entry-mode choice: a modified transaction-cost analysis approach", Journal of Marketing, Vol. 57 No.July, pp.19-38.
Gall, M. D., Borg, W. R., & Gall, J. P. (1996). “Education research: An introduction” (6e), White Plains, NY: Longman.
Gay, L.R.(1992),” Educational Research Competencies for Analysis and Application”, New York：Macmillan.
Grant, R. M. (1998). “Contemporary Strategy Analysis: Concepts, Techniques, Applications “(3e), Maiden, MA: Blackwell business.
Gersick, C. (1988), “Time and Transition in Work Team: Toward a New Model of Group Development,” Academy of Management Journal, Vol. 31, pp.9-14.
Hamel, G. (1994). “The Concept of Core Competence: Competence-based Competition”, Business Communications Review, 25(1), 11-33.
Herriott, R.E. and Firestone, W.A. (1983). “Multisite qualitative policy research: Optimizing description and generalizability”, Educational Research, 12, 14-19.
Herrmann, P. and Datta, D.K. (2006), “CEO experiences: effects on the choice of FDI entry mode”, Journal of Management Studies, Vol. 43 No. 4, pp. 755-78.
Hill, C., Hwang, P., Kim, W.C. (1990), "An eclectic theory of the choice of international entry mode", Strategy Management Journal, Vol. 11 pp.117-28.
Hoffer, C. W., and Dan, S. (1978). “Strategy Formulation: Analytical Concept”, St. Paul: West Publishing.
Hobday, M. (1995). “Innovation in East Asia” Edward Elgar Publishing.
Hofmann, D. A. (2002), “Issues in multilevel research: theory development, measurement and analysis.” analysis. In Rogelberg, S. (Ed.), Handbook of research methods in industrial and organizational psychology. Oxford: Blackwell.
Hughes, K. (1986). “Exports and Technology, Cambridge”, Cambridge University Press.
Jain, S.C. (1989), “Standardization of International Marketing Strategy: Some Research Hypotheses,” Journal of Marketing Vol. 53, 1989, P.72.
Johanson, J. & Wiedersheim-Paul, F., (1975), “The Internationalisation of the Firm-Four Swedish Cases”, Journal of Management Studies, Vol. 12, No. 3, pp. 305-322.
Johanson, J. and L.G Mattson (1986), “International Marketing and Internationalization Processes – A Network Approach”, In S. Paliwoda and P. N. Turnbull (eds.), Research in International Marketing, London: Croom Helm.
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Lado, A.A., Boyd, N.G., & Wright, P., (1992),”A competency-based model of sustainable competitive advantage: Toward a conceptual integration”, Journal of Management, 18, 77-91.
Leonard-Barton, D(1992), “Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development”, Strategic Management Journal, Vol. 13 pp.111-125.
Lynskey, M. J. (1999), “The transfer of resources and competencies for developing technological capabilities-the case of Fujitsu-ICL”, Technology Analysis and Strategic Management, Abingdon, 11(3), 317–336.
Prahalad, C. K., and Hamel, G. (1990). “The Core Competence of Corporation”, Harvard Business Review, 68(3), 79-91.
Peter, K. (1995), “Competence as Process and the Social Embeddedness of Competence Building”, Academy of Management Journal, Best Papers Proceeding, pp. 427-434.
Penrose, E. (1959), “The theory of the growth of the firm” (3e). Oxford University Press: Oxford.
Root, Franklin R., (1987), “Entry Strategies for International Market”, D.C.: Health and Company,
Root, F.R. (1994) “Entry strategies for international markets” Lexington Books
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三、 相關網頁
Discovery官方網站，取自www.discovery.com
光明日報(2010年10月29日) 十二五，中國城市發展十大新趨勢估，取自【新華網】
http://big5.xinhuanet.com/gate/big5/news.xinhuanet.com/observation/2010-10/29/c_12715676.htm
呂雪彗（民101年7月20日）陳揆：文創第四波經濟推力【工商時報】，取自http://news.chinatimes.com/focus/11050106/122012072000108.html
邱莉玲（民101年1月28日）跨國跨業大串連，文創業台灣操兵，亞洲打天下
【工商時報】，取自【馬堤的剪報報告】http://www.wretch.cc/blog/leekming/24408797
文化部（民101年7月19日）影視音產業領軍打造台流國際網絡，業界籲政策鬆綁置入行銷台灣優質文化，取自http://www.moc.gov.tw/artnews.do?method=findById&id=1222852533898#
潘德烈（2009）〈從全球發展看台灣文創產業趨勢〉，大紀元週報網站，取自http://www.epochtimes.com/b5/9/2/24/n2441306.htm
International Media Corporations (2012), Institute of Media and Communications Policy，
取自www.mediadb.eu/en.html
張立行（2004）。〈Discovery 為中國破例 再次舉辦「新銳導演計劃」〉。2007 年 1 月
11 日，取自
http://big5.xinhuanet.com/gate/big5/news.xinhuanet.com/newmedia/2004-03/31/content_1393452.htm。
臉書網站，取自Facebook www.facebook.com
國家地理頻道官方網站，取自www.discoverychannel.com.tw
歷史頻道官方網站取自www.history.com
描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
98932006
100
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0098932006
資料類型 thesis
dc.contributor.advisor 陳建維zh_TW
dc.contributor.advisor Chen, Chien Weien_US
dc.contributor.author (Authors) 洪琪真zh_TW
dc.contributor.author (Authors) Hung, Chi Chenen_US
dc.creator (作者) 洪琪真zh_TW
dc.creator (作者) Hung, Chi Chenen_US
dc.date (日期) 2011en_US
dc.date.accessioned 1-Nov-2012 13:51:50 (UTC+8)-
dc.date.available 1-Nov-2012 13:51:50 (UTC+8)-
dc.date.issued (上傳時間) 1-Nov-2012 13:51:50 (UTC+8)-
dc.identifier (Other Identifiers) G0098932006en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/55116-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 經營管理碩士學程(EMBA)zh_TW
dc.description (描述) 98932006zh_TW
dc.description (描述) 100zh_TW
dc.description.abstract (摘要) 文化的重要性，巳躍居為國家戰略級的地位。兩岸政府都將文化創意產業的發展列入下一波的新興產業，期許它能成為推動下一波經濟的新引擎。然而，文創產業除了強調文化在地性之價值，更重視與國際接軌，才有機會跨越國界，創造出如韓劇《大長今》遍及全球60國家的900億新台幣的週邊效益（超越750萬台EeePC的產值）。

八十年代起，各國政府對媒體解除管制，及新科技的推波助瀾，美國電視集團紛紛前進海外市場佈局。本研究針對Discovery傳播集團如何建立全球品牌，在國際化的過程將節目及行銷依不同市場選擇不同的在地化策略，最終將紀實影片的利基市場，從美國擴大到歐洲、亞洲、拉丁美洲等國際市場，成為全球性的紀實娛樂頻道的領導品牌。

Discovery傳播集團因其知識性與教育性的內容，天生具備「政府友善」(Government Friendly)的特質，迅速在美國成長。但其國際化初期，因節目版權、各國政府法令限制在地製作內容的比例、觀眾偏好不同等挑戰，進而推出尋求在地人才製作在地節目的《新銳導演計畫》，並舉辦紀實影片研討會廣納人才。隨後又與BBC合作推出大成本、大製作的紀實影片，推出「與世界同步觀賞」的世界級節目，建立全球一致的品牌形象。過程中，Discovery累積並發展出其核心能力，並複製到其他市場，是最終建立其全球品牌價值、優勢、及持續成長的重要關鍵。

透過四個個案的分析－《流言終結者》、《新銳導演計畫》、《聖母峰：攀越巔峰》及《瘋台灣》，探討Discovery「節目與行銷」vs.「標準化及在地化」四種策略的成效，進一步確認「在地化」因子，在國際化過程極為重要的關鍵。「在地化」架構一個平台，讓在地的觀眾、媒體、廣告主、政府能有進一步參與的角色，並達成以5R的綜效（Local Relevant、Rating、Relationship、Revenue、Recognition）。

關鍵詞：國際化、標準化與在地化、紀實娛樂、Discovery頻道。		zh_TW
dc.description.abstract (摘要) The huge success of Cool Britannia, Korean drama & K-pop, cultural and creative industries, aka soft power, are considered key drivers in booting economic growth by Taiwan & Mainland China governments. The key factor behind this success is internationalizing the unique local culture.

The objective of this study is to reveal the internationalization history, the factor & the formula behind the World’s number one real-world entertainment media - Discovery Communications Inc. What challenges did Discovery confronted back to early 90s, and what competence the company built up through limited resources over the past 27 years, and how it adopted the success formula from Europe to Asia and make Discovery a global brand.

The research analyzes four cases which include Mythbusters, First Time Filmmakers, Everest and Fun Taiwan by the framework of standardization and localization vs. programming & marketing. Through the process, this work reveals the key successful factor is localization either in programing or marketing. Therefore it creates a local-friendly platform to further engage local partners- viewer, advertiser, media & government to take part in and achieve a multi-purposes success – the 5R synergy- Local Relevant, Rating, Relationship, Recognition & Revenue.



Key words: internationalization, Discovery Channel, real-world entertainment, standardization & localization		en_US
dc.description.tableofcontents 第一章 緒論 9
第一節 研究背景與動機 9
第二節 研究目的 10
第三節 論文結構 11
第二章 文獻探討 12
第一節 紀實娛樂頻道的國際化 12
第二節 標準化與在地化 15
第三節 海外市場開發 20
第四節 資源基礎理論 27
第三章　 研究架構與方法 34
第一節 研究架構 34
第二節 本研究之個案研究設計 35
第四章 個案分析 40
第一節 Discovery傳播集團的國際化與品牌優勢 40
第二節 個案分析：Discovery頻道《流言終結者》 58
第三節 個案分析：Discovery頻道《新銳導演計畫》 62
第四節 個案分析：Discovery頻道《聖母峰：攀越極限》 70
第五節 個案分析：TLC旅遊生活頻道《瘋台灣》 75
第五章 結論與建議 80
第一節 研究結論 80
第二節 研究限制 82
第三節 未來研究建議 83
參考書目 84		zh_TW
dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0098932006en_US
dc.subject (關鍵詞) 國際化zh_TW
dc.subject (關鍵詞) 標準化與在地化zh_TW
dc.subject (關鍵詞) 紀實娛樂zh_TW
dc.subject (關鍵詞) Discovery頻道zh_TW
dc.subject (關鍵詞) Internationalizationen_US
dc.subject (關鍵詞) Standardization & Localizationen_US
dc.subject (關鍵詞) Real-World Entertainmenten_US
dc.subject (關鍵詞) Discovery Channelen_US
dc.title (題名) 紀實娛樂頻道的國際化策略分析zh_TW
dc.title (題名) The international strategy of Real-World entertainment channelen_US
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) 一、 中文部份
于卓民（2008）《國際企業：環境與管理》三版，華泰文化。
陳振祥與李吉仁（1998）《企業概論：本質、系統與應用》。
吳思華（2000）《策略九說》三版，台北：臉譜田出版社。
楊宗欣/李麗說/林伶瑾編譯（2005）《當代國際企業》第六版，。
方至民（2006）〈MTV在地化，一樣酷！〉，《經濟日報》 2006年12月17日 。
林建煌（2011）《國際行銷管理》三版，華泰文化。
邱憶惠（1999）《個案研究法：質化取向》教育研究，7，P113-127。
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三、 相關網頁
Discovery官方網站，取自www.discovery.com
光明日報(2010年10月29日) 十二五，中國城市發展十大新趨勢估，取自【新華網】
http://big5.xinhuanet.com/gate/big5/news.xinhuanet.com/observation/2010-10/29/c_12715676.htm
呂雪彗（民101年7月20日）陳揆：文創第四波經濟推力【工商時報】，取自http://news.chinatimes.com/focus/11050106/122012072000108.html
邱莉玲（民101年1月28日）跨國跨業大串連，文創業台灣操兵，亞洲打天下
【工商時報】，取自【馬堤的剪報報告】http://www.wretch.cc/blog/leekming/24408797
文化部（民101年7月19日）影視音產業領軍打造台流國際網絡，業界籲政策鬆綁置入行銷台灣優質文化，取自http://www.moc.gov.tw/artnews.do?method=findById&id=1222852533898#
潘德烈（2009）〈從全球發展看台灣文創產業趨勢〉，大紀元週報網站，取自http://www.epochtimes.com/b5/9/2/24/n2441306.htm
International Media Corporations (2012), Institute of Media and Communications Policy，
取自www.mediadb.eu/en.html
張立行（2004）。〈Discovery 為中國破例 再次舉辦「新銳導演計劃」〉。2007 年 1 月
11 日，取自
http://big5.xinhuanet.com/gate/big5/news.xinhuanet.com/newmedia/2004-03/31/content_1393452.htm。
臉書網站，取自Facebook www.facebook.com
國家地理頻道官方網站，取自www.discoverychannel.com.tw
歷史頻道官方網站取自www.history.com		zh_TW