財經紙本媒體數位化商業模式轉型之個案研究

Abstract

傳統紙媒因著網路時代的來臨，而面臨存續與否的關頭，網路的普及從固定式的電腦連上網路，進化到人手一支智慧型手機，網路與個人密不可分，傳輸速度更大幅躍進到可以大量傳輸資料，連高畫質的影音資料都在瞬間完成，數位媒體已經讓傳統紙媒沒有太多生存空間，傳統紙媒失去了讀者也等於是一個產業的結束；紙媒如何在數位化浪潮下進行有效的商業模式轉型，成為本研究關注的焦點。 本論文選擇以《Money錢》為個案，討論傳統財經雜誌在面對數位化轉型的趨勢下，如何運用其既有的核心競爭力，藉由新的數位媒介，發展新的顧客價值主張，並研究可能的轉型策略，期能為財經媒體開創一個更有價值的可行商業模式。 本論文先蒐集與企業轉型相關管理文獻，並對紙媒產業現況做一完整的分析，針對個案《Money錢》分析其沿革及其核心競爭力，並從其中找出新的顧客價值主張與轉型的契機，研究轉型所必須具備的因素，並設計如何進行有效的跨業整併與合作後，可以創造出的新商業模式內涵，從而創造新的成長動能。基於個案研究結果，本論文亦討論個案轉型經驗能帶給媒體產業的啟示，以及後續研究的機會。

Traditional print media is facing critical challenge because of the rise of the internet era. The usage of internet has been widely spreading from desktop computers to mobile smartphones. The diffusion of the internet usage increases rapidly. High quality video contents can be transmitted in seconds. Search engine further shortens the distance between user and data. There is not much space of value creation left for print media. Failure to tansform may lead to fast falling of the existing business. The imperative of change motivates the present research to explore feasible ways of digital transformation of traditional print media in Taiwan We conduct a case-base research with 'Money Magazine Taiwan' in this thesis. The aim is to determine how the core competencies of the case media and new digital medium can be used for the purpose of expending customer value. Possible transformation strategies and a valuable and feasible business model for financial media was also identified. The thesis first collected and reviewed related literature concerning transformation strategy and business models. The existing status of the print media industry was analyzed comprehensively. The history and the core competencies of Money Magazine Taiwan were described from the viewpoint of the founder and manager team. The customer value and transformation opportunities were then identified so that the following transformation can be based. We suggest that the case company can migrate from a pure print media toward being a platform of walth management for individual customers and their families by collaborating with strategic partners. Revenue streams will be expanded from mainly relying upon content subscription to including various referral fees from partners. Implications of such transformation and suggests for future research are also discussed.