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???org.dspace.app.webui.jsptag.ItemTag.dcfield??? | Value | Language |
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dc.contributor.advisor | 郭瑞祥 | |
dc.contributor.author | Tzu-Chen Kuo | en |
dc.contributor.author | 郭姿辰 | zh_TW |
dc.date.accessioned | 2021-06-17T07:34:15Z | - |
dc.date.available | 2019-08-13 | |
dc.date.copyright | 2019-08-13 | |
dc.date.issued | 2019 | |
dc.date.submitted | 2019-05-17 | |
dc.identifier.citation | [1] Grant, Robert M.California Management Review; Spring 1991; 33, 3; ABI/INFORM Globalpg. 114
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G.)。台北市:五南圖書出版(原著出版年:2003) [3] 杜奕瑾(2018)。Taiwan AI Labs 創辦人杜奕瑾:當新軟體巨獸吃下世界,我們啟動《ptt.ai 計畫》,落實資料正義的區塊鏈。檢自https://crossing.cw.com.tw/blogTopic.action?id=974&nid=9741 (April 10, 2018)。 [4] 林照真(2017)。新聞,在轉捩點上:數位時代的新聞轉型與聚合。台北市:聯經出版社。(p.28,32,#第二節 數位時代的新聞聚合) [5] 楊亨利、孫曉雅(2016)。影響社群網站自我揭露的社會需求因素, 中華民國資訊管理學報,第二十三卷,第一期,頁 33-62。 [6] Colello(2017)。科技業者在虛擬世界裡的競賽。檢自http://tw.morningstar.com/ap/news/%E5%B8%82%E5%A0%B4%E5%8B%95%E5%90%91/162812/%E7%A7%91%E6%8A%80%E6%A5%AD%E8%80%85%E5%9C%A8%E8%99%9B%E6%93%AC%E4%B8%96%E7%95%8C%E8%A3%A1%E7%9A%84%E7%AB%B6%E8%B3%BD.aspx (May 27, 2018)。 [7] 紀品志 (2017)。微軟、亞馬遜聯手整合智慧助理功能,Cortana、Alexa將可互相召喚!檢自https://www.bnext.com.tw/article/45967/microsoft-amazon-cortana-alexa-partnership [8] 36氪(36Kr.com)(2017)。數位革命沒有停止:《紐約時報》削弱紙本地位,把資源砸在報導質量上。檢自https://buzzorange.com/techorange/2017/01/20/ny-times-report/ [9] 鉅亨網新聞中心(2017)。紐約時報推優離 精簡編輯增聘記者 裁撤「公共編輯」。檢自https://news.cnyes.com/news/id/3824886 [10] 新浪科技(2017)。《紐約時報》轉型之路:數字化新聞成為主引擎。檢自 [11] http://tech.sina.com.cn/i/2017-02-15/doc-ifyamkzq1325955.shtml(June 24, 2018) [12] CHRISTINE HAUGHNEY(2013)。紐約時報公司出售《波士頓環球報》。檢自https://cn.nytimes.com/business/20130805/c05times/zh-hant/(June 25, 2018) [13] Ifanr(2017)。拯救傳媒帝國:《紐約時報》的數字化革命之路。檢自http://www.ifanr.com/788845(June 25, 2018) [14] 高敬原(2017)。提升讀者評論品質,《紐約時報》跟Google合作找解方:機器學習。檢自https://www.bnext.com.tw/article/44920/new-york-times-expanding-comments-artificial-intelligence-google(June 25, 2018) [15] 李欣宜 (2015)。紐約時報力圖轉型,付費、影音、行動策略樣樣來。檢自https://www.bnext.com.tw/article/36297/BN-2015-05-18-124947-36(June 24, 2018) [16] 張約翰(2015)。紐約時報如何將你不敢看的留言變成一門好生意?。檢自https://opinion.udn.com/opinion/story/9114/1361941(June 24, 2018) [17] 孟東方(2012)。美國文化產業的發展經驗及啟示。檢自http://www.enpctn.com.cn/Item/12372.aspx(June 24, 2018) [18] 冀万林、張欣(2013)。回顧《紐約時報》1997-2012年收縮轉型中的教訓。檢自https://www.huxiu.com/article/20181/1.html(June 24, 2018) [19] 新浪科技(2001)。借鑒電視廣告“按時”計費在線廣告橫空出世。檢自http://tech.sina.com.cn/i/w/2001-11-22/92842.shtml [20] 任立中、林婷鈴、陳靜怡、李吉仁(2006)。高科技產業產品價值創造與行銷價值專屬化之最適資源配置 [21] 簡國明、湯凱傑、吳松澤、黃意植、葛孟堯、 邱錦田、王玳琪、蕭喆鴻、馮馨儀(2015)。創新生態系統發展策略研究。台北市:國研院科技政策中心 [22] 陳威如、余卓軒(2013)。平台革命: 席捲全球社交、購物、遊戲、媒體的商業模式創新。台北市:商周出版 | |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/73427 | - |
dc.description.abstract | 隨著1990年代全球資訊網的普及,1999年《數位時代》曾撰寫評論報紙是否有可能會被電子報所取代,在歷經2008年全球金融風暴,報紙的銷售量減少,印刷廣告更是大幅下跌,甚至出現「報紙將死」的評論報導。由於新聞媒體是維持社會運作的重要資本,且維持運作,需要投入龐大的成本,因此替新聞企業找尋可行的商業模式是必要的研究。在各家報紙關門或者停止印刷時,美國最具公信力的質量報紙紐約時報公司則嘗試各種轉型策略,於2017年總營收逆勢成長7%,達16億美元。
本文以個案研究法探討紐約時報公司(以下簡稱紐時),依紐時進入數位化後的轉型聚合及經營策略將公司分為三階段:實體與數位整合期(1996-2005年)、數位與社群平台震盪期(2006-2012年),以及數位與社群平台整合期(2013-2017年),分析紐時在各階段的策略成效,進而盤點紐時擁有的資源與能力,如何與該產業的產業關鍵因素適配,又是如何維持其競爭優勢。 紐時跟進財經報紙《華爾街日報》提出付費牆為其商業模式,成為非財經新聞少數實行付費牆的報紙,分析紐時與競爭者採不同策略,對於經營績效的表現。最後針對專業新聞媒體業的廣告收入被搜尋引擎、社群平台等新新媒體分食,且使用者聚集在用戶生產內容的平台趨勢,結合紐時的競爭優勢,給予未來發展方向的建議。 | zh_TW |
dc.description.abstract | With the popularization of the World Wide Web (WWW) in the 1990s, the Businesss Next published a review of whether newspapers might be replaced by e-newspapers in 1999. After the Financial crisis of 2008, the sales volume of newspapers decreased, and print advertisings decreased sharply. It was saided that “the newspaper will die.” Since the news media is an important capital for maintaining social operations, and it needs to invest a huge amount of money to maintain operations, as a result, finding a viable business model for news media is a necessary research. When the newspapers closed or stopped printing, The New York Times, the most credible quality newspaper in the United States, tried to transform by various strategies. In 2017, the total revenue of The New York Times Company (New York Times Co.) increased by 7% from 2016, reached US$1.6 billion.
This thesis aimed to provide analysis of New York Times Co.. Using the case study method and identified the strategies of the company into three phases. Based on the media convergence and business strategy after The New York Times entered the Internet age, there were divided into three period: integration of print and digital period (1996-2005), shakeout stage of digital and social platform period (2006-2012), integration of digital and social platform period (2013-2017). Then, the study analyzing the effectiveness of New York Times Co.’s strategy at each stage, and figure out its resources, capabilities and core competence to maintain its competitive advantage. And how New York Times Co. responded to the changing external business environment in different stages. New York Times Co. followed up with the business-focused, international daily newspaper, The Wall Street Journal, to launch a metered paywall in 2011. And became a non-financial news newspaper that implements a paywall. This thesis analyzed the different strategies employed by New York Times Co. and its competitors. Then compare their business performance. Finally, the thesis would aim at that the advertising revenue of the professional news media industry is divided by new new media such as search engines and social platforms, which gather user-generated content on the platform. Then the thesis try to provide suggestion for New York Times Co. under the current situation and future trend that integration of digital and social platform with New York Times Co.’s competitive advantages, how to develop a proposal regarding sustainable growth in the future. | en |
dc.description.provenance | Made available in DSpace on 2021-06-17T07:34:15Z (GMT). No. of bitstreams: 1 ntu-108-R05741002-1.pdf: 2897239 bytes, checksum: cf02db90f0591c9296577b7c88a7dda7 (MD5) Previous issue date: 2019 | en |
dc.description.tableofcontents | 謝辭 I
摘要 II ABSTRACT III 目錄 V 圖目錄 VII 表目錄 X 第一章 緒論 1 第一節 研究動機與目的 1 第二節 研究問題 3 第三節 研究方法 3 第二章 文獻回顧 5 第一節 傳統媒體、新媒體與「新新媒體」 5 第二節 商業模式與商業生態系統 6 第三節 市場結構與市場集中度 10 第四節 資源與能力分析 13 第五節 BCG矩陣 20 第六節 平台策略 22 第三章 新聞媒體產業及環境分析 25 第一節 新聞媒體產業介紹 25 第二節 全球新聞媒體產業趨勢分析 29 第三節 美國傳播媒體產業五力分析 39 第四節 競爭者分析 53 第四章 個案研究 64 第一節 個案介紹 64 第二節 資源與能力暨核心能力 78 第三節 事業體分析 92 第四節 公司經營策略分析 95 第五章 結論與建議 102 第一節 紐約時報公司三階段的策略佈局 102 第二節 管理意涵與未來建議 105 參考文獻 112 英文文獻 112 中文文獻 115 | |
dc.language.iso | zh-TW | |
dc.title | 傳統媒體轉型為「新新媒體」的商業模式——以紐約時報公司為例 | zh_TW |
dc.title | The Business Model of Traditional Media is Transformed into New New Media -A Case Study of The New York Times Company | en |
dc.type | Thesis | |
dc.date.schoolyear | 107-2 | |
dc.description.degree | 碩士 | |
dc.contributor.coadvisor | 陳忠仁 | |
dc.contributor.oralexamcommittee | 林博文,林俊裕 | |
dc.subject.keyword | 商業模式,紐約時報,新新媒體,媒體轉型,聚合,收費牆,付費訂閱,廣告收入, | zh_TW |
dc.subject.keyword | Business Model,The New York Times,New Media,New New Media,Media Convergence,Aggregation,Paywall,Advertising Revenue, | en |
dc.relation.page | 116 | |
dc.identifier.doi | 10.6342/NTU201900770 | |
dc.rights.note | 有償授權 | |
dc.date.accepted | 2019-05-17 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 商學研究所 | zh_TW |
Appears in Collections: | 商學研究所 |
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