電視媒體產業數位轉型與策略核心組織之建構 —以東森電視與噪咖為例

Abstract

全球電視產業處於數位匯流變局中，面臨數位變革轉型之重大課題，東森電視股份有限公司於臺灣成立逾二十年，是唯一在臺灣擁有八個有線電視頻道的電視公司、台灣第一品牌。 經過2015年的數位變革，成立噪咖子品牌打造網路原生內容、投入社群媒體。2016年打造全球第八的社群影音流量，成為台灣最大融媒體平台和最具影響力與國際肯定的華文媒體。經過數位變革策略訂定、變革轉型、商業模式創新、企業組織調整等過程。 本論文以個案研究法，透過臺灣使用者習慣變遷、媒體產業競爭態勢分析變革背景，以｢五力分析」解構東森電視｢社群媒體」之關鍵決策，透過｢商業模式九宮格」分析東森電視如何從原本純電視產業轉型成全球華文影音發布者，再透過John Kotter領導變革法則八步驟還原變革過程之實務，最後再以標竿企業CSOP管理四大模塊分析東森電視與噪咖經過四次組織轉型之優劣得失。 結論提出面對數位變局，未來十年內產、官、學應該如何面對電視媒體產業數位轉型之變局。而電視產業又應該如何訂定訂定轉型策略與商業模式創新。

The global television business is the process of changing into a digital age. Eastern Broadcasting Company Ltd. (EBC), an established for more than twenty years television company in Taiwan, is faced with the major tasks of the digital transformation. EBC was originally the only television company in Taiwan with up to eight cable channels, established as the number one television network. After the digital changes in 2015, EBCbuzz, a sub-brand to EBC, is established to create original online content and social media outlet. In 2016, it built the world’s eighth social media video traffic, becoming Taiwan’s largest media platform and the most influential and internationally affirmative Chinese (Mandarin) media; through the process of digital transformation strategy, transformation, business model innovation, and enterprise organization adjustment. This thesis uses the case study of the background of the digital change of EBC through the habits of Taiwanese users and the competition of the media industry. The “Business Model Canvas” deconstructs the key decisions of EBC’s social media platform, through the “Business Model Canvas” analyzes how EBC changed from original pure television industry into a global Chinese (Mandarin) content outlet. Finally, the four modules of the standard enterprise CSOP management is used to analyze the advantages and disadvantages of EBC and EBC Buzz after four-time organizational transformations. In conclusion, it is proposed how future television industry should change the transformation strategy and business model innovation, as well as the key factors of the digital transformation process and the best model for organizational transformation. In addition, make recommendations for the next ten years of digital media strategy and future research directions.