請用此 Handle URI 來引用此文件:
http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/19699
標題: | 雜誌媒體走向新媒體的挑戰與因應之道──以美商赫斯特為例 The Challenges and Strategies of Magazine Media in New Media Era: Hearst Media Group Case Study |
作者: | Shih-Ping Wang 王士平 |
指導教授: | 謝明慧(Ming-Huei Hsieh) |
關鍵字: | 新媒體,社群媒體,互補者,獲利模式,價值網, New Media,Social Media,Profit Model,Complementors,Value Net, |
出版年 : | 2015 |
學位: | 碩士 |
摘要: | 隨著新媒體的出現、社群媒體與通訊科技的興起以及智慧型手機的普及,讓媒體載具更為多元化,促使大眾閱聽習慣產生巨大的改變,也讓媒體產業生態更顯複雜,傳統雜誌媒體在數位化時代面臨極大的衝擊與挑戰。
新媒體基於網絡技術,較傳統媒體更加精準化與對象化,也促使媒體內容的傳播多元化與流動性。傳統雜誌受到閱讀數位化的衝擊,呈現負成長率,但電子雜誌的閱讀人數與佔比,則逐年成長,顯示閱讀需求仍在,但閱讀方式移轉。 美商赫斯特在數位潮流中投入新媒體數位化的經營,透過數位經營策略加速集團數位化的發展,適應新媒體時代供應商、廣告客戶與競爭者的轉變,並重視與入口網站、社群媒體等互補者的合作關係,再藉由整合平網組織架構、調整內部資源分配,達到數位轉型的目的。除了內部結構之外,雜誌媒體在數位化時代的獲利模式也變得更為多元,主要獲利來源的廣告,朝向整合性的服務方式發展,強化獲利,並透過結合電子商務、品牌延伸與付費內容增加雜誌媒體產業的獲利來源。 本研究認為平面媒體若要朝向數位化的發展,不論公司規模大小,經營者必須要具備全新的思維以及整合內外部的能力、探勘市場的需求要能,也必須強化公司固有的獲利模式並創造新的獲利來源,思考如何創造新的價值,才能夠在面對數位浪潮的壓力下,成功轉型。 Due to the development of new media, social media, information technology and smart phones, media devices are more diversified, dramatically transforming mass media consumption. Media ecosystems in the new media era are much more complicated which causes the conflicts and challenges traditional media are facing today. Information and Internet technology makes it easier for new media to access specific targets than traditional media. Traditional media is adversely affected by digital reading behavior and has negative growth because of the changing media ecosystem. The digital reading population and the growth rate of digital magazines are continually expanding, noting that reading habits have been transforming. Hearst Media Group invested in new media and digital media in preparation for the new media revolution.Through its digital strategy, Hearst has placed an emphasis on collaboration with portal sites and social media, as well as integrating the print-digital organization structure, adjusting internal resource allocation and diversifying its profit model from advertisements to integrated services. By extending its business model to e-commerce, brand extensions and pay wall strategy, Hearst has strengthened its profit model. The publishers of print media, no matter what the corporation size, need to develop a new vision, become capable of integrating internal and external resources, and exploring the new market demand. To successfully adapt and make the transition, these publishers must enhance their existing profit model and create new profit sources. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/19699 |
全文授權: | 未授權 |
顯示於系所單位: | 國際企業管理組 |
文件中的檔案:
檔案 | 大小 | 格式 | |
---|---|---|---|
ntu-104-1.pdf 目前未授權公開取用 | 5.1 MB | Adobe PDF |
系統中的文件,除了特別指名其著作權條款之外,均受到著作權保護,並且保留所有的權利。