電視台往數位多平台發展的訂閱新商機—以理財達人秀為個案研究

Abstract

媒體曾經是個寡占、需要特許執照的事業，每個國家往往先從幾個官方媒體開始，逐步開放民營化，握有的權力和影響力被稱之為無冕王。即使網路時代降臨，初期一般的傳統紙媒、電視台，仍保有相當競爭力，訂戶數量並沒有被明顯影響。但是社群平台的誕生，讓人人都是自媒體的時代降臨。從起初是分享心情、交友為主的功能，慢慢變成發表看法、上傳文章、自製影片的最佳管道，一個又一個頻道或帳號的產生，讓資訊傳播的速度遠超過以往的百倍、千倍，創造出龐大的新模式和商機，也成為傳統媒體的挑戰與機會。 許多傳統媒體經常討論的「數位轉型」，起初常以為只要架設一個官方網站，或者是把原本內容原封不動搬移到網路上，就等於數位轉型，這樣的想法通常只能面對失敗結果。此外，有些傳統媒體投資數位部門後，卻發現數位部門的原創內容，很難和靈活有特色的網紅、自媒體一較高下，陷入發展困境。 本篇論文要探討的個案「理財達人秀」節目，是傳統電視台數位轉型的代表作，但它有更為奇特的路徑：從一個原創自網路的節目，最後成功做到「多平台、跨平台」發展，根據各平台不同特色，抓住不同年齡層、不同資產階層的需求。不但在網路上有龐大觀眾群，還在電視台每日播出，子品牌也在新廣播平台Podcast上每日播出，並發展出台灣所有電視台從未經營過的新商機：知識付費訂閱。 傳統媒體的觀眾依舊存在，只是年齡層日漸變長，範圍日益狹窄，如果能夠擁抱數位多平台，就能延續內容的生命力。但是，如何選擇對自己內容最有利的平台？或者是運用不同平台特色，可以創造哪些不同的商機？為何能夠吸引閱聽大眾付費訂閱的，是財經投資類，而不是其他類別？ 本論文試以多邊平台經濟的概念，導入PEST環境因子分析，先梳理目前媒體遇到的外部環境狀態，整體產業困境，再以STP市場分析找出理財達人秀的最適市場和受眾，確認其為BCG矩陣中之明星產品。並透過多位專家訪談，探討理財達人秀經營多平台成功的要素，以及台灣知識付費新藍海的切入之道，希望此論文的研究成果，能協助傳統媒體找出比過去更寬廣的市場。

Media used to be an oligopoly industry that required a license. Each country usually started with a few official media outlets and gradual privatization. The power and influence held by these outlets were called the uncrowned kings. Even with the advent of the internet, traditional print and television media remained competitive in the early stages, and the number of subscribers was not significantly affected. However, social media platforms emerged in an era where everyone is a media outlet. Initially used mainly for sharing emotions and making friends, it gradually became the best channel for expressing opinions, uploading articles, and producing videos. The emergence of one medium or account after another has dramatically increased the speed of information dissemination, creating substantial new models and business opportunities and becoming a challenge and opportunity for traditional media. The creation of one channel or account after another has made the speed of information dissemination far faster than ever before, creating substantial new models and business opportunities and becoming a challenge and opportunity for traditional media. Many traditional media often discuss "digital transformation." Initially, people often thought that setting up an official website or simply moving existing content to the internet was equivalent to digital transformation. Such thinking usually leads to failure. In addition, some traditional media invested in digital departments but found that the original content of the digital department needed to be revised to compete with flexible and distinctive internet celebrities and self-media, leading to development difficulties. This paper will explore the case of the "Financial Guru Show," a representative work of traditional TV stations' digital transformation. However, it has a more unconventional path: from an original internet program, it finally succeeded in "multi-platform, cross-platform" development, capturing the needs of different age groups and asset classes based on the other characteristics of each platform. It not only has a massive audience on the internet but also airs daily on TV, and its sub-brands are also broadcast daily on the new broadcasting platform Podcast. It has developed a unique business opportunity that all TV stations in Taiwan have never operated: knowledge payment subscription. The audience for traditional media still exists, but their age range is getting older, and their scope is narrowing. If they can embrace multiple digital platforms, they can extend the vitality of their content. However, how do they choose the media platform most advantageous to their content? Or how to use different platform characteristics to create various business opportunities? Why can the financial investment category attract many paid subscribers but not other genres? This paper attempts to introduce the concept of multi-sided platform economics and conduct a PEST environmental factor analysis to first sort out the external environmental conditions that the media is facing, the overall industry dilemma, and then use STP market analysis to find the most suitable market and audience for the Financial Guru Show, confirming it as a star product in the BCG matrix. Through interviews with multiple experts, this paper will explore the successful elements of the Financial Guru Show's multi-platform management and the new blue ocean of knowledge payment in Taiwan.