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題名 串出媒體綜效： 中時電子報串媒體策略與商業模式創
Cascading Media Synergy: Trans-media induced Business Model Innovation in chinatimes.com作者 劉善群
Liu, Shann Chyun貢獻者 蕭瑞麟
Hsiao, Ruey Lin
劉善群
Liu, Shann Chyun關鍵詞 開放創新
複合商業模式
制約
串媒體
串連效應
Open innovation
hybrid business model
constraints
trans-media
cascading effect日期 2013 上傳時間 3-Nov-2014 10:10:32 (UTC+8) 摘要 新聞媒體正遭遇重大挑戰，使用者閱聽習慣的改變使報紙與電視媒體收視節節下降。相對地，新媒體則透過網際網路蓬勃發展，電腦、手機、社交媒體讓溝通方式更顯多樣化。在此劣勢狀況下，傳統媒體應該如何擁抱新媒體，又如何能轉型商業模式呢？本論文以《中時電子報》為研究個案，探討傳統新聞媒體企業如何運用開放式創新方式，串連各種形式的媒體，開拓嶄新的服務方式，更建構了複合商業模式。本研究發現，新媒體可透過各種科技與傳統媒體串連，並分為紙媒、電視、廣播以及社群平台四種策略，彼此間可交互運用。不過，要形成此串媒體策略前，必須先重新建構環境、使用者及競爭對手所施予的制約。串媒體策略會引導出三項創新。第一，形成以使用者為中心的服務，串連文字、圖片、影音及廣播，整合各種媒介之新聞內容；第二，各式媒體的串連將匯聚網路流量；第三，網路流量帶動點閱率的增加，使商業模式能靈活多樣，創造更多營收來源。觀念上，本論文將解釋在制約中企業如何形成複合商業模式，說明如何以媒體做為服務，來融合新舊商業模式。實務上，複合商業模式點出串媒體策略中的不同串連效應，提供新聞媒體未來更多創新的想像。
News media is in the face of a major challenge, as the audience’s shifting reading habits seem to cause rapid decrease in newspapers and televisions. Comparatively, due to the rise of Internet, the wide spread of new media enables novel modes of communication via computers, mobile phones and social media. Under this disadvantage situation, how may the traditional media embrace new media, while transform its business model? This thesis investigates the case of Chinatimes.com and explores how traditional news media firm may employ open innovation methods to align various forms of media and develop brand new methods of services and business models. The findings point out that new media could be linked with traditional media to establish four types of trans-media strategies interchangeably, including newspaper, television, radio broadcasting, and social media. However, to establish these trans-media strategies, firms must reconstruct the constraints stemming from the environment, user and competitors. The strategy of trans-media will guide three kinds of innovation. First, it establishes user-centric services, cascades texts, graphics, audio-video and radio, and integrate news contents from various media; second, the cascading of various media will converge Internet traffics; third, the traffics increase click rates and enable a flexible business model while generating more sources of revenues. Conceptually, this thesis explains how a hybrid business model could be built under constraints, describes how news media could be used as a service to blend in the old and new business models. Practically, the hybrid business model will explain various cascading effects created by trans-media strategies and highlight more imaginations of innovation for media firms in the future.參考文獻 王繼源，2013，《移動串媒：移動者行為模式的媒體串聯策略》，政治大學經營管理碩士學程碩士論文。周湘台，2011，《社群與新聞：網路新聞媒體發展之個案研究》，東吳大學經營專班碩士論文。林祐安，2013，《媒體品牌延伸：探討傳統新聞媒體發展網路品牌的相互回饋效果》，交通大學傳播研究所碩士論文。黃湘玲，2003，《跨媒體新聞平台綜效研究─新聞產製及媒體經營管理觀點》，臺灣師範大學大眾傳播研究所碩士論文。楊純芳，2013，《開放媒體創新：傳統報業的挑戰與回應》，政治大學商學院科技管理研究所碩士論文。蔡明瑾，2013，《平台優勢：「女人我最大」電視節目的商業模式創新》，政治大學商學院經營管理學程碩士論文。蕭瑞麟，2013，《思考的脈絡：掌握問題全貌，創新更成功》，台北：天下文化。克雷頓．克里斯汀生，2007，《創新的兩難》，台北：商周。Amit, R., & Zott, C. 2012. Creating value through business model innovation. Sloan Management Review, 53（3）: 41-49.Ardichvili, A., Cardozo, R., & Ray, S. 2003. A theory of entrepreneurial opportunity identification and development. Journal of Business Venturing, 18（1）: 105-123.Baker, T., & Nelson, R. E. 2005. Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50（3）: 329-366.Bonaccorsi, A., Giannangeli, S., & Rossi, C. 2006. Entry strategies under competing standards: Hybrid business models in the open source software industry. Management Science, 52（7）: 1085-1098.Boyd, B., Henning, N., Reyna, E., Wang, D. E., & Welch, M. D. 2009. Hybrid Organizations: New Business Models for Environmental Leadership. Sheffield, UK: Greenleaf Publishing.Chatterjee, S. 2013. Simple Rules for Designing Business Models. California Management Review, 55（2）: 97-124.Chesbrough, H., & Rosenbloom, R. 2002. The role of the business model in capturing value from innovation: Evidence from Xerox Corporation`s technology spinoff companies. Industrial and Corporate Change, 11（3）: 529-555.Chesbrough, H. W. 2003. The Era of Open Innovation. Sloan Management Review, 44（3）: 35-41.Chesbrough, H. W. 2006. Open Business Models: How to Thrive in the New Innovation Landscape. Boston, Mass.: Harvard Business School Press.Courpasson, D., Dany, F., ccedil, & oise. 2001. Indifference or Obedience Business Firms as Democratic Hybrids. Organization Studies, 24（8）: 1231.Gaglio, C. M., & Katz, J. A. 2001. The psychological basis of opportunity identification: Entrepreneurial alertness. Small Business Economics, 16（2）: 95.Garud, R., & Karnøe, P. 2003. Bricolage versus breakthrough: Distributed and embedded agency in technology entrepreneurship. Research Policy, 32（2）: 277.Johnson, M., Christensen, C., & Kagermann, H. 2008. Reinventing Your Business Model. Harvard Business Review, 86（12）: 50-59.Levi-Strauss, C. 1968. The Savage Mind （Nature of Human Society）: University Of Chicago Press.Vaghely, I. P., & Julien, P.-A. 2010. Are opportunities recognized or constructed An information perspective on entrepreneurial opportunity identification. Journal of Business Venturing, 25（1）: 73-86. 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
101932087
102資料來源 http://thesis.lib.nccu.edu.tw/record/#G0101932087 資料類型 thesis dc.contributor.advisor 蕭瑞麟 zh_TW dc.contributor.advisor Hsiao, Ruey Lin en_US dc.contributor.author (Authors) 劉善群 zh_TW dc.contributor.author (Authors) Liu, Shann Chyun en_US dc.creator (作者) 劉善群 zh_TW dc.creator (作者) Liu, Shann Chyun en_US dc.date (日期) 2013 en_US dc.date.accessioned 3-Nov-2014 10:10:32 (UTC+8) - dc.date.available 3-Nov-2014 10:10:32 (UTC+8) - dc.date.issued (上傳時間) 3-Nov-2014 10:10:32 (UTC+8) - dc.identifier (Other Identifiers) G0101932087 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/70989 - 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) 101932087 zh_TW dc.description (描述) 102 zh_TW dc.description.abstract (摘要) 新聞媒體正遭遇重大挑戰，使用者閱聽習慣的改變使報紙與電視媒體收視節節下降。相對地，新媒體則透過網際網路蓬勃發展，電腦、手機、社交媒體讓溝通方式更顯多樣化。在此劣勢狀況下，傳統媒體應該如何擁抱新媒體，又如何能轉型商業模式呢？本論文以《中時電子報》為研究個案，探討傳統新聞媒體企業如何運用開放式創新方式，串連各種形式的媒體，開拓嶄新的服務方式，更建構了複合商業模式。本研究發現，新媒體可透過各種科技與傳統媒體串連，並分為紙媒、電視、廣播以及社群平台四種策略，彼此間可交互運用。不過，要形成此串媒體策略前，必須先重新建構環境、使用者及競爭對手所施予的制約。串媒體策略會引導出三項創新。第一，形成以使用者為中心的服務，串連文字、圖片、影音及廣播，整合各種媒介之新聞內容；第二，各式媒體的串連將匯聚網路流量；第三，網路流量帶動點閱率的增加，使商業模式能靈活多樣，創造更多營收來源。觀念上，本論文將解釋在制約中企業如何形成複合商業模式，說明如何以媒體做為服務，來融合新舊商業模式。實務上，複合商業模式點出串媒體策略中的不同串連效應，提供新聞媒體未來更多創新的想像。 zh_TW dc.description.abstract (摘要) News media is in the face of a major challenge, as the audience’s shifting reading habits seem to cause rapid decrease in newspapers and televisions. Comparatively, due to the rise of Internet, the wide spread of new media enables novel modes of communication via computers, mobile phones and social media. Under this disadvantage situation, how may the traditional media embrace new media, while transform its business model? This thesis investigates the case of Chinatimes.com and explores how traditional news media firm may employ open innovation methods to align various forms of media and develop brand new methods of services and business models. The findings point out that new media could be linked with traditional media to establish four types of trans-media strategies interchangeably, including newspaper, television, radio broadcasting, and social media. However, to establish these trans-media strategies, firms must reconstruct the constraints stemming from the environment, user and competitors. The strategy of trans-media will guide three kinds of innovation. First, it establishes user-centric services, cascades texts, graphics, audio-video and radio, and integrate news contents from various media; second, the cascading of various media will converge Internet traffics; third, the traffics increase click rates and enable a flexible business model while generating more sources of revenues. Conceptually, this thesis explains how a hybrid business model could be built under constraints, describes how news media could be used as a service to blend in the old and new business models. Practically, the hybrid business model will explain various cascading effects created by trans-media strategies and highlight more imaginations of innovation for media firms in the future. en_US dc.description.tableofcontents 致謝詞 i中文摘要 ii英文摘要 iii論文目錄 iv圖目錄 vii表目錄 viii壹、緒論 11.1 研究動機 11.2 研究目的 2貳、文獻回顧 52.1 商業模式的開放創新 52.2 隨創資源 72.3 理論缺口 8參、研究方法 103.1 方法論 103.2 個案理論抽樣原則 113.3 個案背景：中時電子報 123.3.1 中時電子報 123.3.2 三報三刊 143.3.3 中國電視公司與中天電視公司 143.3.4 網路廣播 153.4 分析架構與資料蒐集 163.5 資料分析 20肆、研究發現 244.1 《中時電子報》面臨的制約 244.1.1 環境面制約 244.1.2 使用者制約 254.1.3 競媒制約 274.2 紙媒串新 304.2.1 機會識別 304.2.2 串媒體實務 314.2.3 商業模式綜效 364.3 電視串屏 424.3.1 機會識別 424.3.2 串媒體實務 424.3.3 商業模式綜效 464.4 廣播串媒 474.4.1 機會識別 474.4.2 串媒體實務 494.4.3 商業模式綜效 534.5 社群串連 544.5.1 機會識別 544.5.2 串媒體實務 554.5.3 商業模式綜效 61伍、討論 635.1 理論意涵 635.2 實務意涵 655.2.1 新聞內容串新 655.2.2 載體的科技服務串新 675.2.3 商業模式的複合創新 68陸、結論 72參考文獻 76中文文獻 76英文文獻 76 zh_TW dc.format.extent 10372093 bytes - dc.format.mimetype application/pdf - dc.language.iso en_US - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0101932087 en_US dc.subject (關鍵詞) 開放創新 zh_TW dc.subject (關鍵詞) 複合商業模式 zh_TW dc.subject (關鍵詞) 制約 zh_TW dc.subject (關鍵詞) 串媒體 zh_TW dc.subject (關鍵詞) 串連效應 zh_TW dc.subject (關鍵詞) Open innovation en_US dc.subject (關鍵詞) hybrid business model en_US dc.subject (關鍵詞) constraints en_US dc.subject (關鍵詞) trans-media en_US dc.subject (關鍵詞) cascading effect en_US dc.title (題名) 串出媒體綜效： 中時電子報串媒體策略與商業模式創 zh_TW dc.title (題名) Cascading Media Synergy: Trans-media induced Business Model Innovation in chinatimes.com en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) 王繼源，2013，《移動串媒：移動者行為模式的媒體串聯策略》，政治大學經營管理碩士學程碩士論文。周湘台，2011，《社群與新聞：網路新聞媒體發展之個案研究》，東吳大學經營專班碩士論文。林祐安，2013，《媒體品牌延伸：探討傳統新聞媒體發展網路品牌的相互回饋效果》，交通大學傳播研究所碩士論文。黃湘玲，2003，《跨媒體新聞平台綜效研究─新聞產製及媒體經營管理觀點》，臺灣師範大學大眾傳播研究所碩士論文。楊純芳，2013，《開放媒體創新：傳統報業的挑戰與回應》，政治大學商學院科技管理研究所碩士論文。蔡明瑾，2013，《平台優勢：「女人我最大」電視節目的商業模式創新》，政治大學商學院經營管理學程碩士論文。蕭瑞麟，2013，《思考的脈絡：掌握問題全貌，創新更成功》，台北：天下文化。克雷頓．克里斯汀生，2007，《創新的兩難》，台北：商周。Amit, R., & Zott, C. 2012. Creating value through business model innovation. Sloan Management Review, 53（3）: 41-49.Ardichvili, A., Cardozo, R., & Ray, S. 2003. A theory of entrepreneurial opportunity identification and development. Journal of Business Venturing, 18（1）: 105-123.Baker, T., & Nelson, R. E. 2005. Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50（3）: 329-366.Bonaccorsi, A., Giannangeli, S., & Rossi, C. 2006. Entry strategies under competing standards: Hybrid business models in the open source software industry. Management Science, 52（7）: 1085-1098.Boyd, B., Henning, N., Reyna, E., Wang, D. E., & Welch, M. D. 2009. Hybrid Organizations: New Business Models for Environmental Leadership. Sheffield, UK: Greenleaf Publishing.Chatterjee, S. 2013. Simple Rules for Designing Business Models. California Management Review, 55（2）: 97-124.Chesbrough, H., & Rosenbloom, R. 2002. The role of the business model in capturing value from innovation: Evidence from Xerox Corporation`s technology spinoff companies. Industrial and Corporate Change, 11（3）: 529-555.Chesbrough, H. W. 2003. The Era of Open Innovation. Sloan Management Review, 44（3）: 35-41.Chesbrough, H. W. 2006. Open Business Models: How to Thrive in the New Innovation Landscape. Boston, Mass.: Harvard Business School Press.Courpasson, D., Dany, F., ccedil, & oise. 2001. Indifference or Obedience Business Firms as Democratic Hybrids. Organization Studies, 24（8）: 1231.Gaglio, C. M., & Katz, J. A. 2001. The psychological basis of opportunity identification: Entrepreneurial alertness. Small Business Economics, 16（2）: 95.Garud, R., & Karnøe, P. 2003. Bricolage versus breakthrough: Distributed and embedded agency in technology entrepreneurship. Research Policy, 32（2）: 277.Johnson, M., Christensen, C., & Kagermann, H. 2008. Reinventing Your Business Model. Harvard Business Review, 86（12）: 50-59.Levi-Strauss, C. 1968. The Savage Mind （Nature of Human Society）: University Of Chicago Press.Vaghely, I. P., & Julien, P.-A. 2010. Are opportunities recognized or constructed An information perspective on entrepreneurial opportunity identification. Journal of Business Venturing, 25（1）: 73-86. zh_TW
