中國大陸電視台產業之策略分析與發展研究－以中國黃河電視台為例

Abstract

一事業的經營與管理是隨著不同的地域而有其顯著不同的差異，同時，對於相鄰於台灣的中國大陸市場，事實上其經營的本質上仍有其顯著的不同。隨著中國大陸的經濟成長，各方無不對於進入中國大陸市場躍躍欲試，特別對於中國大陸的傳播產業，被譽為中國大陸的第二桶金，然而要如何面對截然不同的經營管理環境進行策略的擬定，值得深入研究並探討。 本研究旨在針對中國大陸的電視台產業，提出一完整的策略分析架構，並以實例－中國黃河電視台－作為個案分析基礎，提出該個案公司面臨此經營環境之策略應對。首先，本研究對於中國大陸的電視台產業之經營模式進行定義與分析，並針對其相關於傳播媒體之宏觀層面進行一總體分析，之後，引用麥可波特之五力分析模型探討中國電視台產業之外部環境。此時，引入一實例個案公司－中國黃河電視台，以資源基礎觀點判定其內部之優勢與劣勢。最後，整合總體、外部分析、與內部分析之結果，以SWOT架構，進行個案公司策略擬定之判斷與分析，以及未來發展之策略。 以經營模式之探討，本研究提出中國大陸電視台產業之經營模式特徵，並詮釋中國大陸的電視台產業經營之總體環境。面對相對強勢的政府管制之下，中國的電視台根據其層級的高低，於外部產業之下獲有截然不同的產業地位。而針對個案公司－中國黃河電視台，由於其中央層級的地位，使其在資源上獲有相較於同業為優的獨特競爭資源，然而面對其既有電視台品牌體現程度不足，要如何同時運用資源之優勢彌補劣勢，於產業機會內獲取更高利益，並迴避產業之劣勢？本研究運用SWOT矩陣同時對於中國黃河電視台之外部與內部力道提出相對應之策略方針。 因此，本研究於結論提出，中國黃河電視台面對此總體環境與外部產業狀態，根據自身之內部能耐，應善用既有中央層級電視台之地位，與獨特專有外宣台之定位，快速滲透市場，增加頻道覆蓋率，並同步增進其節目之製播品質，確立對於觀眾之電視台品牌定位，同時，善用與政府之關係，盡速取得新媒體之許可，延展既有聯播網之架構，發揮平台經營之效用。 本研究針對中國大陸電視台產業進行全方面之策略分析，並以個案公司－中國黃河電視台，作為策略分析的主體，其以實例之探索，成為後續研究者進行中國大陸傳播產業研究之濫觴，並提供實務操作上妥善之參照標的。

A business operation varies in different domestic domain. To the nearby market- China, regarding to the similar culture and language, the fundaments of business is significantly different in Taiwan. As the economic boosts of mainland China, everyone is eagerly to get into China market, especially the media-industry, which is praised to be the “Next Cash Cow” of China. However, How to deal with the fundamental difference of business operation? It is a topic worthy to deeply study. The purpose of this thesis is focus in the Television Industry in China, proposing a complete strategic analysis with a real company- “China Yellow River Television” (CYRTV) to be a subject of case study and its future strategic development guideline. Here, the thesis begins with defining the business model of China TV industry, and conducting the macro-environment analysis. Then, by adopting “Porter’s Five Forces Model”, the thesis points out the industrial favorability. Based on the macro- and industrial- scope, identify the case company- CYRTV’s strengths and weaknesses through “Resource-based view”. Finally, combining internal and external forces with SWOT analysis, this thesis proposes strategies for the case company and its future roadmap. By analyzing the business model of TV industry in China, the thesis proposes the specification of the industry, and expressing the macro-environment status. Facing relatively strong regulation of government, the TV station in China has different industrial status-quo due to its level-of-operating. As to the case company- CYRTV, it is a central-level TV station that induces a much better resource status than most of other competitors. However, the existing channel penetration is low. How does CYRTV take its best advantage from resource-strength to cover resource-weakness, while extracting more profit in industrial-opportunity and avoid the threat of industry-force? This thesis states several strategic guidelines for CYRTV by using SWOT-matrix analysis. As a result, this thesis concludes that, CRYTV should leverage its status of central-level TV station and the unique positioning of official-out-country TV station, to penetrating the market while building quality of content, establishing the mind-relatedness to viewers. Meanwhile, leverage the close relationship with government, to approve the new-media’s license, constructing a platform business. This thesis conducts a complete strategic analysis over TV industry in China, with a real company – CYRTV as a case-study, discovering the status of TV industry in China, expecting to initiate industrial research of the media industry in China while providing a true reference for who interested to operating business in China.