F傳媒集團在台經營收入模式調適之研究： 共演化觀點

Abstract

台灣自有線電視合法化後，產業迅速發展，電視頻道數量不斷攀升，但廣告量增加的額度與頻道量增加的速度不成正比，造成僧多粥少（頻道數多、廣告不足）現象，激烈搶食收視率與廣告量。於此同時，產業鏈中系統台與頻道代理之角色逐漸形成，也因此將媒體產業收入模式由原先廣告業務延伸至頻道授權，成為有線電視媒體供應商兩大主要收入來源。 企業處於動態環境中，其發展不斷受到外部及內部驅動力所影響，進而調整其收入模式。此現象在這類從極度受限走向開放的媒體產業中格外顯著。本研究試圖由共演化的觀點，採用質性方法的個案研究，剖析個案公司處於台灣特殊的產業生態環境下，環境-產業-企業三方角色如何互相影響並回饋，其收入模式又是如何沿革與演進。 本研究將個案廠商的歷史演進劃分為四個階段，分析不同階段驅動共演化之關鍵因素，了解其由內外之動態平衡持續循環、並產生回應之流程。研究結果指出環境-產業-企業三方將透過共同演化，促使企業收入模式持續進行動態調整，組織內部回應與彈性必須及時，才能不被淘汰甚至在產業中佔有一席之地。 放眼未來，政經環境對電視生態依然影響甚鉅，話題不斷延燒的分組付費新制則被高度期望可為媒體產業迎來新氣象，至於數位匯流技術與影音內容發展則打破了原有產業之界線。從個案所屬之頻道供應者角度來看，若平台業者能回歸其應有之角色，而國家通訊傳播委員會(NCC)能貫徹以市場機制主導的原則，透過共演化機制，應可破除長期以來的惡性循環並帶動產業正向成長！

With the rapid growth of cable TV and media industries in Taiwan, the number of satellite TV channels continue to rise; however, TV advertising revenues are not proportional to the increase of TV channels. This has caused intensive competition for ratings and advertising sales. Upon the legalization of cable TV, the roles of system operators and channel distributors in the industry value chain gradually formed, and thus the revenue model was extended from original advertising business to channel distributions, which become two major sources of revenues for TV channel providers. Enterprises are driven by external and internal factors, which shift the original dynamic balance and revenue models are adapted accordingly. This phenomenon is particularly significant in this kind of media industry that has been ever extremely restricted. This study attempts to use a case study of qualitative methods from a view of co-evolution to analyze how environment-industry-enterprise roles interact and feedback to each other, and how an enterprise would adapt its revenue model to sustain business under such a special TV ecosystem in Taiwan. This study divides the evolution of case-study into four stages, analyzes the key factors driving the co-evolution at different stages, and understands the circulation of dynamic equilibrium and its process of responses. The results of this study indicate that the driving forces of dynamic adaption of enterprise's revenue model come from environment-industry-enterprise three parties through co-evolution, and the response and flexibility of the organization must be timely in order to keep sustainable and profitable. Looking into the future, political and economic environment still has a great impact on the cable TV ecosystem. The proposed tiered pricing mechanism is highly expected to drive a healthy consumer-centric market. Not to mention the development of digital technology is breaking boundaries of traditional media industry. From the perspective of content provider to which the case belongs, if system operators can reset to its proper role, and National Communications Commission (NCC) can implement mechanism which leads to positive co-evolution effect, it’s so worth looking forward to the flourish and success of Taiwan media industry.