台灣電視媒體發展之解析與未來

Abstract

台灣的電視頻道競爭之慘烈，可謂世界之最。三萬六千平方公里的土地上，竟有上百個有線電視頻道、五個無線頻道，整日24小時不停播送著，實為奇蹟，而媒體之間之競爭及如何生存，更令人好奇，值得深入研究。 本論文首先分析電視媒體之本質元素與架構，從而提出電視媒體生態特有的價值鍊模式；然後以電視媒體生態鏈為基礎，對台灣電視媒體發展作個案分析；最後運用企業生存發展之併購、策略聯盟、五力分析等理論逐一分析，論述台灣電視媒體之發展歷程及未來展望。 六、七十年代無線三台（台視、中視、華視）曾有獨大的黃金歲月，然而隨著八十年代有線電視興起，無線三台亦逐漸步上美國三大電視網的後塵，收視慘跌、廣告萎縮，由日進斗金乃至九○年代的虧損累累。後起的有線電視則在歷經地下非法時期到合法、蓬勃發展，甚至一直在進行系統整合而趨於穩定，並且發展出MSO業者；而頻道與系統間也透過垂直併購而合縱連橫逐日壯大。由論文中所引之參考資料可看出無線電視及有線電視間收視及廣告收入的消長。以媒體產業價值鍊的角度而言，不論有線、無線都只是媒體的一環，彼此的競爭消長在所難免。無線三台有其良好基礎，但因無法擺脫黨政桎梏、無法改變老大心態而式微，有待運用現有資源與其他頻道策略聯盟，並改善成本結構，以求生存。 然而，國內有線電視上百的頻道中，多有收視不佳者，隨時可能有被淘汏的命運，其過度發展似乎已達盛極而衰的地步；再加上近年來中國大陸磁吸效應，有線電視頻道廣告更是加速萎縮，亟待謀求對策。因此，弱勢頻道，必須審時度勢，了解在現有之市場中其可能被淘汏的命運，在內部成長（一般係指利用新廣告、新客戶的增加使營業額增加，但在此文中應係指新的收視好的節目，使廣告增加）機會有限之情形下，應以外部成長之策略聯盟進行之。同時，過度發展的有線電視似乎應進行水平整合，以消除供過於求的市場失衡；甚或應爭取廣告以外之收入（如發行商品販售、政黨或宗教團體之資助等），亦應考慮結合網路電視，以求未來之發展等。本文最後提出結論及後續研究之建議，供電視媒體實務界卓參，並作為有志者後續研究之參考。文中最後提出結論及後續研究之建議，以供有志者後續研究之參考。

The fierce competition among TV channels in Taiwan appears to be unrivalled in the world. With an area of only 36,000 square kilometers, Taiwan is home to more than a hundred cable TV and five wireless TV channels, broadcasting on a 24-hour basis. This is indeed an unusual phenomenon. There is much interest in the ways media compete with one another and survive. It is a phenomenon worthy of further study. The thesis will begin by analyzing the essential elements and structure of the television media, followed by a discussion on the specific value chain model of the TV industry. Based on the value chain of the TV media, we will make further case studies on the development of Taiwan’s television industry. Finally, we shall discuss on the development history of the TV industry and its future prospective, through an analysis on the merger and acquisition activities, strategic alliances and the five forces, all of which are essential to the survival and development of the companies in the industry. The sixties and seventies were the golden period for the three wireless TV channels (TTV, CTV and CTS), who used to dominate the market. Following the emergence of the cable television in the eighties, the three wireless TV stations gradually followed the pace of the three major TV-networks in the States and faced a dramatic drop both in ratings and advertisement income. Huge profits of the past turned into continuous losses after the nineties. The newly-emerged cable TV’s, once known as the “underground business”, have now gone through the legalization process and are prospering. The system integration of cable television has been continuously progressing towards stabilization. The MSO business emerged as a result. Through the vertical merger and acquisition process, we see the multi-dimensional integration among channels and systems, and, consequently, their increasing competitiveness in the market. From the reference material attached to this thesis, this study shows changes in ratings and advertisement income between cable TV and wireless TV channels. Looking from the angle of the media industrial value chain, both cable and wireless TV channels are simply parts of the media industry. Competition and change in market shares are both unavoidable. Despite their well-established business infrastructure, the three wireless TV channels are gradually losing their share due to their failure in tearing free from political intervention and the conventional business mindset. To survive, they should endeavor to fully utilize their existing resources, establish strategic alliances with other channels and improve cost structure. Among the more than one hundred cable TV channels in the country, however, many are suffering from poor show ratings and facing the destiny of being eliminated in the competition. They appeared to be facing shrinkage after an excessive development. The magnet effect from Mainland China in recent years, in addition, also expedited the decrease of advertisement income in cable TV channels. Immediate actions need to be taken to improve the situation. The less-competitive TV channels, realizing the possibility of being weeded out from the existing market, are therefore recommended to seek strategic alliances to achieve an external growth, given that the opportunity for internal growth is very limited (By definition, internal growth usually means the increase in business volume achieved via obtaining new commercials or new customers. In this study, it means the production of good programs with good ratings and an increased number of commercials). In the meantime, cable TV’s which have overly developed their business are recommended to seek horizontal integration to rectify the imbalanced market with excessive supply than demand. Our recommendations also include pursuing income from items other than commercials (such as TV shopping, sponsorship from political parties or religious organizations, etc.) Consideration may also be given to allying with internet TV, etc. for further business development. Finally, the conclusion and suggestions are provided for the reference of the TV media industry, and in the hope of aiding future studies.