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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 謝明慧 | zh_TW |
| dc.contributor.advisor | Ming-Huei Hsieh | en |
| dc.contributor.author | 王貞妮 | zh_TW |
| dc.contributor.author | Chen-Ni Wang | en |
| dc.date.accessioned | 2025-05-22T16:09:25Z | - |
| dc.date.available | 2025-05-23 | - |
| dc.date.copyright | 2025-05-22 | - |
| dc.date.issued | 2025 | - |
| dc.date.submitted | 2025-05-08 | - |
| dc.identifier.citation | Netflix官方報告(2020)，全球OTT市場發展趨勢。
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The Impact of AI and Big Data on Content Creation and Personalization in the Media Industry. Journal of Digital Innovation, 9(3), 88-98. Taylor, P., & Davis, L. (2020). The Binge-Watching Culture and its Influence on TV Content Development. Journal of Consumer Behavior in Media, 35(2), 102-114. Vlassis, D. (2023). Why to Regulate Netflix? The Cross-National Politics of Audiovisual Media Governance in the Light of VOD. ORBi ULiège. Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading Digital: Turning Technology into Business Transformation. Harvard Business Review Press. Wu, X., & Zhang, F. (2020). Media Regulation and the Growth of Streaming Services in China. Asian Journal of Communication, 30(5), 432-446. Zhao, L., & Sun, X. (2021). The Shift of Viewership Behavior and its Impact on the Chinese Television Industry. Television & New Media, 22(5), 134-145. | - |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/97384 | - |
| dc.description.abstract | 本研究以「好看娛樂」為個案，探討台灣電視製作產業在數位時代下的轉型歷程與挑戰應對策略。隨著OTT(Over-The-Top)平台快速崛起，觀眾媒介使用習慣產生劇烈變化，傳統電視產業面臨收視率下滑、廣告收益減少、製作成本上升與內容競爭加劇等多重挑戰。製作公司若僅仰賴平台委製，將難以建立長期價值與品牌資產，故企業轉型勢在必行。
本研究採用個案研究法，透過深度訪談、產業資料整理與歷程分析，以C-SOP企業轉型模型與波特五力分析、PEST環境分析等理論工具，全面解析好看娛樂在不同階段的轉型策略與實務操作。研究發現，好看娛樂能夠成功轉型，關鍵在於四項核心策略：一、自有IP內容開發與品牌深化，提升節目附加價值與延伸收益；二、建立完整的製作一條龍系統，提升內容品質與效率；三、導入數據分析與社群互動機制，強化觀眾黏著與話題擴散力；四、積極與國際OTT平台合作，擴展台灣原創內容的全球能見度。 此外，好看娛樂成功轉型為多角化經營模式，跨足藝人經紀、節目商品化與電商平台建置，強化收入結構與創造高黏著度的觀眾及粉絲經濟模式。本研究指出，在台灣本地市場規模有限、人才外流與資金投入不足的條件下，中小型製作公司唯有建立可持續的IP經營與跨平台策略，方能因應數位浪潮所帶來的顛覆性衝擊。 研究亦發現影視產業的發展趨勢正朝向全球化、多平台發展與個人化推薦機制前進，這些轉變將進一步影響台灣影視產業未來的競爭力。本研究期望透過案例分析與理論探討，為台灣電視製作產業提供具體的轉型建議，並為影視製作公司在數位時代的競爭策略提供參考。 本研究具體呈現C-SOP模型在影視產業轉型的應用價值，驗證其於高變動與創意導向產業中的可行性與參考性。對實務而言，提供影視從業者轉型參考架構與實務操作指引；對學術而言，則補充C-SOP模型於文化創意產業領域的應用實證，具有理論延伸意義。 | zh_TW |
| dc.description.abstract | This study uses How Kan Entertainment Production as a case to examine the transformation processes and strategic responses of Taiwan’s television production industry in the digital era. With the rapid rise of Over-The-Top (OTT) platforms, media consumption habits have undergone drastic changes. The traditional television industry is facing multiple challenges, including declining viewership ratings, reduced advertising revenue, rising production costs, and intensified content competition. Production companies that solely rely on commissioned projects from platforms face difficulties in building long-term value and brand equity, making corporate transformation imperative.
This research adopts a case study methodology, utilizing in-depth interviews, industry data analysis, and process tracking. The C-SOP corporate transformation model, along with Porter's Five Forces and PEST environmental analysis, are employed to comprehensively analyze the strategic transformation and practical operations of How Kan Entertainment Production at different stages. The study identifies four key strategies behind the company’s successful transformation: (1) developing proprietary IP content and deepening brand identity to enhance program value and revenue streams; (2) establishing an integrated in-house production system to improve content quality and efficiency; (3) implementing data analytics and social media engagement mechanisms to strengthen audience retention and viral reach; and (4) actively collaborating with international OTT platforms to increase global visibility of original Taiwanese content. Furthermore, How Kan Entertainment Production has evolved into a diversified business model, expanding into artist management, content merchandising, and e-commerce platform development. This diversification enhances revenue structures and cultivates a high-engagement fan economy. The study highlights that, given the constraints of a limited domestic market, talent outflow, and insufficient capital investment, small- and medium-sized production companies in Taiwan must adopt sustainable IP management and cross-platform strategies to navigate the disruptive impacts of digital transformation. The findings also indicate that the future development of the audiovisual industry is trending toward globalization, multi-platform integration, and personalized recommendation systems, all of which will further influence Taiwan’s competitive positioning. Through case analysis and theoretical exploration, this study aims to offer practical transformation strategies for Taiwan’s television production sector and provide strategic insights for media production companies in the digital age. This research demonstrates the practical value of the C-SOP model in the context of media industry transformation, validating its feasibility and applicability in highly dynamic and creativity-driven sectors. For practitioners, it offers a reference framework and operational guidance for transformation. For academics, it contributes empirical evidence to the application of the C-SOP model within the cultural and creative industries, offering meaningful theoretical implications. | en |
| dc.description.provenance | Submitted by admin ntu (admin@lib.ntu.edu.tw) on 2025-05-22T16:09:25Z No. of bitstreams: 0 | en |
| dc.description.provenance | Made available in DSpace on 2025-05-22T16:09:25Z (GMT). No. of bitstreams: 0 | en |
| dc.description.tableofcontents | 目次
口試委員會審定書 I 致謝 II 中文摘要 III THESIS ABSTRACT IV 目次 VI 圖次 VII 表次 VIII 第一章 緒論 1 1.1 研究背景與動機 1 1.2 研究目的 1 1.3 研究方法 2 1.4 研究架構 2 第二章 文獻探討 4 2.1 轉型理論 4 2.2 五力分析 9 2.3 C-SOP企業轉型四大關鍵 10 第三章 個案描述 12 3.1 台灣電視製作產業的發展現況 12 3.2 台灣娛樂產業分析與現狀 17 3.3 好看娛樂的市場定位與行業地位 20 3.4 好看娛樂概況與發展歷程 20 第四章 個案分析 40 4.1 好看娛樂三階段轉型分析 41 4.2 好看娛樂經營方向與策略變化分析 60 第五章 結論與建議 63 5.1 研究發現 63 5.2 管理意涵 64 5.3 研究限制與未來研究方向 65 參考文獻 67 圖次 圖1-1 ：研究流程圖 3 圖3-1 ：產業發展趨勢－觀眾收視平台多樣化 16 圖3-2 ：營業收入比例 24 圖3-3 ：電視綜藝節目製作流程 25 圖3-4 ：好看娛樂目前的部門組織表 26 圖3-5 ：好看娛樂的節目獲利來源 35 圖3-6 ：好看娛樂製作股份有限公司 SWOT ANALYSIS 37 圖3-7 ：好看娛樂大事紀 39 圖4-1 ：C-SOP架構 40 圖4-2 ：好看娛樂第一階段轉型C-SOP分析圖 43 圖4-3 ：好看娛樂第一階段轉型組織圖 44 圖4-4 ：節目多元化周邊商品圖－第一階段轉型 47 圖4-5 ：節目聯名商品圖－第一階段轉型 47 圖4-6 ：好看娛樂第二階段轉型C-SOP分析圖 50 圖4-7 ：好看娛樂第二階段組織圖 51 圖4-8 ：好看娛樂第二階段轉型節目 53 圖4-9 ：好看娛樂第三階段轉型C-SOP分析圖 56 圖4-10：節目周邊商品－第三階段轉型 57 圖4-11：節目聯名商品－第三階段轉型 58 圖4-12：好看娛樂第三階段組織圖 59 表次 表3-1：台灣娛樂暨媒體市場營收 14 表3-2：傳統電視市場及OTT影音市場狀況 16 表3-3：好看娛樂近三年(民國111年至113年)國內外獲獎及參賽紀錄 30 表4-1：好看娛樂第一階段商業模式………………………………………………...43 表4-2：好看娛樂第二階段商業模式………………………………………………...49 表4-3：好看娛樂第三階段商業模式………………………………………………...54 | - |
| dc.language.iso | zh_TW | - |
| dc.subject | 數位轉型 | zh_TW |
| dc.subject | 好看娛樂 | zh_TW |
| dc.subject | 台灣電視產業 | zh_TW |
| dc.subject | 綜藝節目 | zh_TW |
| dc.subject | 自有IP | zh_TW |
| dc.subject | C-SOP模型 | zh_TW |
| dc.subject | OTT平台 | zh_TW |
| dc.subject | 影視製作 | zh_TW |
| dc.subject | How Kan Entertainment Production | en |
| dc.subject | Television Production | en |
| dc.subject | Digital Transformation | en |
| dc.subject | OTT Platforms | en |
| dc.subject | C-SOP Model | en |
| dc.subject | Proprietary IP | en |
| dc.subject | Variety Shows | en |
| dc.subject | Taiwanese Television Industry | en |
| dc.title | 台灣電視製作公司轉型策略：以好看娛樂為例 | zh_TW |
| dc.title | The transformational strategy of Taiwanese Television Production Companies: A Case Study of HOKAN Entertainment | en |
| dc.type | Thesis | - |
| dc.date.schoolyear | 113-2 | - |
| dc.description.degree | 碩士 | - |
| dc.contributor.oralexamcommittee | 郭佳瑋;陳俊忠;余峻瑜 | zh_TW |
| dc.contributor.oralexamcommittee | Chia-Wei Kuo;Chun-Chung Chen;Jiun-Yu Yu | en |
| dc.subject.keyword | 影視製作,數位轉型,OTT平台,C-SOP模型,自有IP,綜藝節目,台灣電視產業,好看娛樂, | zh_TW |
| dc.subject.keyword | Television Production,Digital Transformation,OTT Platforms,C-SOP Model,Proprietary IP,Variety Shows,Taiwanese Television Industry,How Kan Entertainment Production, | en |
| dc.relation.page | 71 | - |
| dc.identifier.doi | 10.6342/NTU202500913 | - |
| dc.rights.note | 同意授權(全球公開) | - |
| dc.date.accepted | 2025-05-08 | - |
| dc.contributor.author-college | 管理學院 | - |
| dc.contributor.author-dept | 碩士在職專班國際企業管理組 | - |
| dc.date.embargo-lift | 2030-04-30 | - |
| 顯示於系所單位： | 國際企業管理組 | |
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