數位匯流趨勢下臺灣電視內容產業的發展：以壹電視為例

Abstract

網路傳播與數位匯流環境漸趨成熟，新媒體被視為是媒體產業發展的未來式。但是壹電視以新媒體之姿發展，卻表現了與預期截然不同的失敗結果。從各國發展新媒體的案例中發現，建立有效的商業模式是經營新媒體的企業都會面臨的課題。該如何適應網路與傳統媒體的差異，發展出獨特且能夠有效商品化的內容，是新媒體成功經營的關鍵。但是產業外部的條件也是影響新媒體發展成敗的重要因素，本研究透過對壹電視的SWOT分析；以及以產業組織分析，檢視壹電視內部與外部和電視產業之間的互動，進而討論新媒體在臺灣發展的困境與限制。 經訪談九位現任或曾任職於壹電視的員工、一位媒體同業、一位專家學者，整理出以下結論：（一）臺灣有線電視市場寡占、政策失靈不利於新媒體產業發展；（二）壹電視發展新媒體的定位不明，搖擺於傳統媒體與新媒體政策之間過度消耗企業資本；（三）臺灣的新媒體產業商業模式尚難建立，因為產業相關鏈結升級速度跟不上數位匯流進度。本研究以壹電視的興衰為例，重塑臺灣電視產業的組織架構，最後提出促進新媒體發展的改進方針。

Next TV as a new medium seemed to be a leading company in future media industry. But like many other new media companies, Next TV also faced the problem of finding proper business models to support their operation. Besides, there were also some external factors which caused the industrial environment becoming severe in Taiwan. This article applied SWOT analysis and industrial organization theory as methods, tring to explain the interaction between companies and industry and finding out the main problem to TV content provider in Taiwan under digital convergence. This article interviewed 9 employees in Next TV, an internet media employee, and a professor. The major findings included: (1) Market and government failure in cable industry damaged the development of new media industry. (2) Without clear tactics, Next TV failed to build a business model to earn enough money to balance their budget. (3) New media model was hard to construct because related industry progressed slower than digital convergence. This article took Next TV as a case study, restructured the profile of television industry in Taiwan and advised the future direction.