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寬頻影音網站之整合行銷傳播:以hiChannel北京奧運轉播為例 / IMC of Webcasters: A Case Study of Beijing Olympic Broadcasting on hiChannel萬年生, Wan, Nien Sheng Unknown Date (has links)
本論文由寬頻影音網站脈絡出發,並以整合行銷傳播理論視野切入,透過hiChannel北京奧運轉播的個案研究,析論利益關係者(stakeholders)、內容(content)、通路(channels)、資料庫行銷(database marketing)和結果(results)等研究者歸納的整合行銷傳播重要面向。
首先就利益關係者而言,除兼論本個案行銷傳播目標,並將其區分內、外部二類。hiChannel內部利益關係者,包括負責統籌協調新媒體平臺的中華電信奧運專案辦公室(OPO)、實際落實規劃執行的數據通信分公司(HiNet)、內容整合商愛爾達科技(ELTA),和銷售廣告的中華黃頁(hiPage);外部利益關係者,則納入協助規劃執行「奧運特派員」活動的凱絡媒體、廣告主、目標閱聽眾、媒體,和三網聯播合作夥伴PChome與MSN。本論文發現,跨部門組織OPO確實賦予hiChannel適切定位,也使本個案發揮良好整合角色。
其次,研究者在內容面向共檢視行銷團隊的「可控制」(controlled)和「不可控制」(uncontrolled)二類訊息;但主要側重前者。透過業者深度訪談,及內容分析主要網站規劃、網路廣告等針對廣告主和閱聽眾的行銷傳播素材、各階段報紙報導和公關稿(press release),發現不論hiChannel的「全頻道、全賽事、免費收視」整體訴求,及特派員活動強調的「hiChannel陪你看奧運 聊運動」訊息主軸,大致均能符合執行和策略一致等整合意涵。
而在通路面向,則綜整本個案各階段側重的行銷傳播工具組合及其考量,其中奧運期間強調的網路社群操作,即和特派員活動連結;整體而言,個案確實掌握各行銷傳播工具優勢,並能透過不同組合運用,初步發揮互補的整合效果。
另本論文將資料庫行銷的概念區分為特定和廣義二者。其中特定定義,主要指結合直效行銷或關係管理的資料庫行銷;至於廣義則指,只要能運用資料庫而有助後續行銷傳播計畫的擬定、執行。研究發現,本論文個案因奧運議題知名度和目標閱聽眾均甚廣等特性,從而並無特定資料庫行銷運用的必要;僅初步透過資料庫掌握收視輪廓和族群,並據此訴求廣告主或調整策略。研究者認為,資料庫行銷不僅和產業特性、資料可得等執行的軟硬體基礎條件有關,更重要的似乎還是企業對資料庫行銷的認知,甚至運用的必要性等層面。
最後,本論文結合個案行銷傳播目標和各分析章節內容,並扣連學者提出的稽核、障礙和層級概念,共同檢視hiChannel北京奧運轉播的結果面向。研究者發現,本個案實具備良好的整合行銷傳播內涵,並至少符合較低層次的整合層級。 / This study aims to explore how the Integrated Marketing Communications (IMC) is applied to broadcast Beijing Olympic Games on hiChannel. The author, adopting case study methodology, tries to elucidate the context of webcasters and five significant pillars of IMC. These five distinct attributes are as follows: stakeholders, content, channels, database marketing and results.
9 depth interviews are conducted to understand how hiChannel planed and used the perspectives of five pillars of IMC. Also, via content analysis, all campaigning messages of on-line activities, the print media and press release are analyzed.
The major concepts of each pillar of IMC are re-examined in this case study. The findings show that the team of hiChannel informs the controlled messages such as,“free to watch all channels, all games of Beijing Olympics” and “to watch and chat about all games of Beijing Olympics at the same time” to not only advertisers but target audience. Besides, the author finds that the team in order to accomplish the commercials, website page views and other what hiChannel desired in this case study, they conveyed both executional also strategic consistency through each channels, across all tools in substance, before and during the period of Beijing Olympic Games.
Last but not least, the author also finds that because Olympic Games are renowned, and tend to attract broad target audience, there is no need for the application of database marketing. Moreover, this case study also leads us to rethink the use of database marketing and other four pillars of IMC according to industry characteristics and other qualifications.
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行動寬頻技術演進對我國電信法規管制之影響─以無線寬頻接取為研究中心 / Effect of Mobile Broadband Technologies Evolution in Taiwan’s Regulatory Control over Telecom ─ A Study on Wireless Broadband Access黃慶原, Huang, Chin Yuan Unknown Date (has links)
我國的電信市場自1987年起開始逐漸邁向自由化,迄今已完成行動通信、衛星通信、固定通信等多項電信業務之開放,在2001年7月開放語音轉售業務(International Simple Release)及2002年2月完成第三代行動通信業務執照之釋出工作後,我國電信市場開放之程度已與國際電信市場發展趨勢同步。我國亦於2002年1月1日成為世界貿易組織(WTO)會員。
鑑於無線寬頻接取業務(Wireless Broadband Access Service)是全球積極研發的重點產業,我國政府為求與世界接軌,亦積極投入此一電信業務行列。國家通訊傳播委員會(NCC)為配合行政院所裁定推動的行動台灣產業政策,將政策轉化為法律,於2007年3月30日依據電信法第14條第6項之授權,發布「無線寬頻接取業務管理規則」,作為開放2.5-2.69GHz頻段提供無線寬頻接取服務之法規基礎。無線寬頻接取業務於2007年辦理執照競標,共發行6張分區特許執照,執照期限為6年。
本論文將檢視因配合政府產業政策所制定與第四代行動通訊系統有著密切關係的「無線寬頻接取業務管理規則」,是否符合我國電信法與其他國際組織所揭櫫的「技術中立」的基本精神與管制規範,以及因不合適的規範所造成在實務面上對法規與管制之影響。
關鍵字 :無線寬頻接取、技術中立、電信法、國際標準規範。 / Liberalization of telecommunications market in Taiwan has been proceeded progressively since 1987. So far the restrictions on mobile communication, satellite communication, and fixed-network communication have all been relaxed. After the liberalization of ISR (International Simple Release) business in July 2001 and the release of the third generation mobile communication licenses in February 2002,
Taiwan’s telecommunications market has become as open as all the other developed countries. In addition, Taiwan became a member of WTO on January 1st, 2002. In light of the importance of wireless broadband access services from a global perspective, Taiwan government has been actively devoting to the development of wireless broadband access to secure an early mover advantage. Given the fact that
wireless broadband access is an integral part of Executive Yuan’s industry policy and the implementation demands appropriate regulations, National Communications
Commission (NCC) released “Regulations on Wireless Broadband Access (WBA) Services” on March 30th, 2007 based on paragraph 6, article 14 of “Telecom Act”, which forms the legal framework for the release of 2.5-2.69GHz spectrums
exclusively for the provisioning of wireless broadband access services. The licenses of wireless broadband access services were auctioned in 2007. The total number of licenses (regional) is six and the duration of permits is six years.
As unbiased treatment is the core value, when international standard organizations are dealing with emerging technologies. This dissertation inspects the technical neutrality of “Regulations on WBA Services” which is induced by a government industry policy and highly relevant to the 4th generation mobile communication systems. The criteria includes the conformance of Telecom Act with the essence and standards of other international standard organizations as well as the impact on the implementation due
to improper regulations from both the regulation and legal perspectives.
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台灣有線電視寬頻網路整合行銷之研究 / In view of Integrated Marketing to make research into Cable ISP黃仁宏, Huang, Jen-Hung Unknown Date (has links)
鑒於寬頻網路是電子商務發展基石,各國無不積極規劃寬頻網路基礎建設,藉由技術昇級與整合,建構安全可靠的電子商務服務環境,吸引更多企業與消費者參與使用電子商務。ING Barings在2000年研究報告中指出,台灣未來寬頻網路服務市場營收可望在2004年達到773.3億之多,預計寬頻網路服務市場將隨著國際頻寬成本不斷降低而成長。
在行政院NII小組推動「三年三百萬人」寬頻上網目標後,根據資策會資訊情報中心統計,目前我國網際網路使用人口已經達到六百萬人,寬頻網路使用人口則已超過四十萬人。眾多市場競爭者中,有線電視業者由於擁有最後一哩及內容優勢,有助於發展整合性服務,成為進入市場優勢之一。
基於上述原因,本文研究目的旨在探討:
(一)國外寬頻網路主要發展國家之市場現況。
(二)國內寬頻網路服務市場之發展現況。
(三)有線電視寬頻網路事業針對寬頻網路市場之整體佈局。
(四)有線電視寬頻網路事業在消費者資料庫上之運作現實。
(五)有線電視寬頻網路事業在企業關係利益人上之運作現實。
(六)有線電視寬頻網路事業在組織架構與傳播策略上之運作現實。
(七)有線電視寬頻網路事業在溝通執行要素上之運作現實。
透過文獻探討及深度訪談等方法,本文針對國外寬頻網路市場整體環境,以及國內兩大有線電視寬頻網路服務業者—東森國際網路與和信超媒體進行研究探討,得到下列結論:
(一)政策及價格因素為影響各國寬頻網路服務市場能否迅速普及的關鍵因素。
(二)有線電視寬頻網路服務業者主要的威脅來自ADSL的競爭,以及HFC雙向網路佈建完成度的不足。
(三)母集團由上而下的推動,有助於國內有線電視寬頻網路事業的佈局。
(四)國內有線電視寬頻網路事業尚無行銷傳播專有消費者資料庫的規劃,而消費者資料庫蒐集方式與內容過於單向。
(五)國內有線電視寬頻網路事業依其市場利益點發展M & A策略,並視時間與事業定位轉換其企業關係利益人溝通策略。
(六)整合行銷跨功能管理過程及內部整合行銷系統,有助於國內有線電視寬頻網路事業進行傳播策略的整合。
(七)國內有線電視寬頻網路事業在傳播工具整合上具有良好成效,有助於品牌提昇與企業關係利益人的互動。
本研究並做出下列建議:
(一)市場上,國內有線電視寬頻網路服務業者應該:
1.加速地方系統台的通路整合。
2.擴張綜合平台理念,提供綑綁式服務。
3.轉移並區分消費者市場。
(二)而就整合行銷觀點,國內有線電視寬頻網路服務業者應該:
1.改變公司行銷傳播的體制及優先順序。
2.建立新品牌接觸點與關係型的消費者資料庫內容。
3.儘快建立公司內部整合行銷系統。
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台灣寬頻影音匯聚網站之核心資源與競爭態勢分析 / An Analysis of Core Resources and Competition for the Video Aggregated Webcasters in Taiwan蔡坤哲, Tsai, Kun Che Unknown Date (has links)
自從網際網路與影音服務的匯流出現以後,透過寬頻網路來傳輸影音內容的寬頻影音網站也隨之出現,本研究所定義的寬頻影音匯聚網站指的乃是以入口網站形式呈現的影音網站,其功能為收集各個類別的影音內容,並透過收集大量的影音內容,以提供用戶完整且多樣化的影音娛樂服務。
目前包括電信公司、網路公司、掌握娛樂內容的電視台等不同產業領域的業者都紛紛投入寬頻影音市場中,導致寬頻影音產業內的競爭越來越激烈,自2004年開始,台灣寬頻影音市場更發生一系列的併購行為,許多業者也開始提供影音部落格、線上下載電影等多元的加值性服務以尋求競爭上的優勢。由於在數位化匯流的趨勢之下,產業競爭環境的不確定性也隨之增加,就資源基礎理論的角度來看,企業的經營乃是持久而執著的努力,唯有不斷的累積資源,才能形成不敗的競爭優勢,因此,本研究透過資源基礎觀點來檢視企業所擁有的核心資源,瞭解目前寬頻影音匯聚網站所擁有的核心資源為何,這些核心資源給予寬頻影音匯聚網站哪些競爭上的利基,以及寬頻影音匯聚網站應如何在市場之中發展或拓展其核心資源以形成競爭上的優勢。
在上述的問題意識下,本研究運用文獻分析法與深度訪談法探索台灣寬頻影音產業之生態與產業環境,找出目前寬頻影音匯聚網站之核心資源與其資源特性,並配合市場面、通道面、網絡面、鏈局面與消費面這五個市場競爭構面的考量,以瞭解寬頻影音匯聚網站在市場中如何增強或拓展其核心資源以形成或維持其競爭優勢。
在結合文獻分析與寬頻影音業者的訪談結果後,本研究除了針對各研究案例業者給予實務建議外,研究結論認為寬頻影音匯聚網站的核心資源為相互組合的概念,市場領導者的共有特質便是掌握了「頻寬」、「內容」、「技術」、「資金」與「財務管理能力」等重要性資源,各業者在經營上都十分注重於「品牌名聲」、「影音壓縮與串流處理能力」與「團隊與業務運作能力」等資源與能力的培養,未來各業者可再進一步加強「人際網絡的連結與整合能力」與「行銷經驗與能力」這兩方面的資源,以增加自身在市場上的競爭力。 / Websites used to deliver audio or video services through broadband are getting popular due to the convergence of internet and audio/video services. The definition of video aggregated webcasters in this research is the broadband audio/video streaming website that is presented by portal site. Its function includes collection of all sorts of different audio/video contents and provides their consumers more diversified and completed audio/video services.
Recently the webcasting industry has become very competitive since there are more and more investors from all different industries investing in this market, including telecommunication and internet company, and some entertainment leading television stations. Since 2004, a series of merger and amalgamation started to rise in webcasting market in Taiwan. In order to build up more competitive advantages, some operators have also started to introduce video blogs and some other valued-added services such as providing users to download online movies. Because of the digital convergence, the uncertainty of this competitive environment has relatively increased. From the resource-based theory's point of view, making durable and constant effort is the most important principle the enterprise operations follow. The only way to maintain extremely strong competitive advantages is to acquire and accumulate resources continuously. Thus, this research examines enterprises’ core resources according to resource-based theory and identifies what kind of core resources the video aggregated webcasters has so far, what these core resources can offer these webcasters in terms of competitive advantages, and how to further develop the core resources in order to gain more market shares within this industry.
In order to discuss above-mentioned concerns, this research applies document analysis and in-depth interview to explore the webcasting industry in Taiwan and discover the core resources and its characteristics for video aggregated webcasters nowadays. In addition, this research discusses how video aggregated webcasters can enhance or further improve its core resources in order to build up it’s competitive advantages in 5 different competition aspects of market structure, route, network, chain and consumption.
After combining document analysis and in-depth interview, apart from providing some practical recommendations based on the researched cases, this research demonstrates that combination concept is the core resource of video aggregated webcasters. The common characteristics for the market leaders are highly skilled at some significant resources such as bandwidth, content, technique, capital and financial management capability. Lots of enterprises tend to emphasis on promoting their brands and reputations, audio/video compression and streaming capability and team and business executive capability. In the future, the operators can improve their interpersonal network and marketing experience and competence in order to advance their competitive advantages in the market.
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Web2.0線上影音產業以YouTube為核心之龍捲風暴分析 / The “Inside the Tornado” Analysis of Web2.0 Online Video Industry, Core Case: YouTube李廷芳, Li,Ting- Fang Unknown Date (has links)
Web2.0締造了許多創業神話與熱潮,但是往往能夠迅速火紅的網站鳳毛麟角,因此本研究以網際網路史以來使用者擴散最快的網站- YouTube做為核心個案,共12個研究個案,研究兩個問題:
1. YouTube使用者能迅速擴散、人氣起飛的原因為何?
2. 類似的概念許多影音分享網站比YouTube先做、有的和YouTube同時做,為何是YouTube第一個吃下市場,而非所謂有先進者優勢的創新公司?網路是服務複製十分快速的產業,面對後起者的大企業挾金彈攻擊模仿,YouTube為何仍能屹立不搖?
早在1997年,在頻寬成本都還很高的時候,ifilm就已經開始了線上影片上傳的服務,後續也推出免費上傳影片。Break(1998) 也以主打男性幽默,累積了很高的影片數量,然而當時相關環境卻還不成熟,部落格和線上相簿分享都不普遍。。在2003~ 2005年間,同時有Metacafe(2003)、Grouper(2004)、Sharkle(2004)、Vimeo (2004)、Veoh (2005)、Revver (2005)等影音分享網站各自以精緻影評、P2P、藝術取性、利潤共享等概念切入市場。從YouTube(2005.2)的成長可看到一段不斷嘗試錯誤的過程,從一開始主打美女影片概念、「你的數位儲藏庫」、「上傳、標籤並與世界分享你的影片」、最後出現富有Web2.0精神、彰顯自我的「Broadcast your self」,Slogan改了四次,使用者介面設計也有大幅的改變,程式上也對處理遽增的流量做了大量調整。
資源豐富的大公司Yahoo! 在面對YouTube的成長無所知覺,堅守影片搜尋,錯失先機;而Google雖然比YouTube早推出,但卻仍從搜尋出發,並且對使用者上傳有嚴格的限制,歷經轉型線上影片商店失敗,最後以16.5億美金收購YouTube收場(2006.11)。YouTube發展出「嵌入影片」的功能 (2005.6),使用者以病毒式擴散,MySpace成為其流量的主要來源 (超過20%),引發MySpace自家推出MySpace video (2006),誓言複製一個YouTube。但YouTube腳步並未因為複製而停下,隨著創意影片越來越多,持續針對使用者需求開發新功能,不斷快速設計、測試與修改,YouTube是與使用者共同開發、一同成長,成為YouTube魅力所在。
本研究發現:(一)在嶄新的產業或原創的領域中,學習對象並非專家或權威,而是市場。對於願景的堅持,不斷的針對市場修改,才是持續成長的原因。(二)連結比產能重要,應同時啟動網絡效應與間接網路效應:找到巨人的肩膀,有效利用外部資源,專注自己的核心(三)網路產業複製迅速,先進者難有優勢。優勢來自於企業能夠快速跟上環境脈動的反應力和市場觀察力。並且從利基市場出發,與使用者共同演化完整商品(四)草根策略:大量試驗以聆聽使用者的聲音,速度比正確重要,追求「夠好」而非「最好」,培養能讓創新不斷生長出來的土壤。(五)如果不能有效的輸入知識,核心能力=核心僵固。 / “Web2.0” creates lots of entrepreneur legends and becomes a new trend. But only few of the Web 2.0 websites can grow and become very popular. Therefore, this study picks “YouTube”, the fastest growing website in the Internet history as its core case, and it includes 12 study subjects in total.
The two research questions are listed below.
1. Why did YouTube grow so fast?
2. The concept of video sharing which YouTube provided appeared frequently. Some of the websites started their service first; some of them did similar things at the same time. Why not the other competitors who had first mover advantage could win, but YouTube won? One of the characteristics of Internet Industry is “easy to copy”. When facing the competition of big companies which duplicate their idea and attacked with abundant resources, why did YouTube still survive?
Ifilm (1997) started its online video sharing business when the cost of bandwidth was still very high. And it served online videos for free afterwards. Break (1998) featured male’s humor, attracted a large number of videos. However, the related environment was not ready. Blog and online photo sharing were not popular at that time. In 2003 to 2005, lots of similar competitors such as Metacafe (2003), Grouper(2004), Sharkle(2004), Vimeo (2004), Veoh (2005), and Revver (2005) established. Some of them used P2P technology; some of them had great editor reviews, and the others provided revenue sharing model. On the other hand, YouTube’s growth came from continuous try-and-error. It failed to be a hotties video sharing website in the begining, and then tried to be “Your Digital Repository”, “Upload, Tag and Share Your Video Worldwide”, and now positions itself as a website for “broadcast yourself” which represents the spirit of Web 2.0. The slogan of YouTube has changed for four times, and the user interface has also changed dramatically. When facing increasing users and videos, YouTube tuned their program very often as well.
Yahoo! lost the timing of catching up. Because it stayed in its core capability- search. Although Google video got online a little bit earlier than YouTube, it still started from video search. Moreover, the upload policy is too strict. Google ended up with acquiring YouTube for 1.65 billion dollars after the failure of operating an online video store (2006.11). YouTube developed “Embed” feature and caused a viral spread. MySpace became its main upstream (over 20%). That made myspace build its own “MySpace video” service and vowed to duplicate a similar service as YouTube. Neverthless, YouTube was not stopped by MySpace’s reaction. As creative videos became more and more, YouTube continued developing new features to fit users’ needs. It rapidly went through the cycle of “build-design-test”. Because YouTube grew with its users, co-development with the users became its charisma.
The findings are as following. (1) In a developing industry or a new field, the gurus are not experts or authorities, but are the market audience. The insistency of vision and the will to change with the market are the reasons why YouTube continues to grow. (2) Both network effect and indirect network effect should start and be used simultaneous. Linkage is more important than productivity. Take advantage of external resourses efficiently; especially take advantages of those giants in the other industry. Concentrate on company’s own core capability. (3) Because duplication happens often in the Internet industry, the first mover advantage seldom exits. The real advantage is from the ability of quick reaction and deep consumer observation. (4) Grass strategy: using a large scale testing to hear the voices of consumers. The changing speed is more important then accuracy. Pursue “good enough” solution, not “the best” one. The formation of enterprise strategy is like growing grass. The point is keeping the soil fertile and keeping it free to grow. (5) Core capability will be core rigidity if one company can not input knowledge into its organization.
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有線電視MSO發展數位化之關鍵成功因素:以中嘉網路的資源整合運用為例 / The Key Success Factors of Digitalization of Cable TV MSO:A Case Study on the Resource Integration of CNS簡嘉威, Chien, Chia-Wei Unknown Date (has links)
近年來,有線電視多系統經營商(MSO)在統合台灣地區各家系統業者的集團化經營模式之下,已逐漸成為國內電訊產業中的主要營運平台之一,其發展也受到眾多產業研究者的重視。隨著全球性的數位電視發展趨勢,以及國內數位傳播科技的蓬勃提升,台灣的四大MSO業者先後在2009年推動數位電視服務,有線電視數位化的市場動能開始浮現,也帶來了國內傳媒產業的嶄新期待。
本文以MSO業者為主要的研究分析對象,輔以系統業者與跨業經營有線視訊服務的中華電信MOD作為交相對應之依據,並以組織資源學理的角度出發,探究有線電視MSO如何以資源運用與整合的方式,來推動數位電視服務。研究發現,原有的收視戶規模、工程技術、人力資源、數位內容與財務規劃等因素,雖然是首要的組織核心資源,但是能否進一步運用內部管理與行銷推廣能力,進而形構出超越傳統市場形象的數位化品牌價值,方為MSO業者的營運思維之關鍵所在。
總體論之,MSO應當將自身調整至電訊服務營運商(Telecommunication Service Operator)的角色定位,並積極引入跨領域背景的未來人才,且必須重視對於旗下系統業者的良好整合與管理、顧客關係管理的妥善執行、雙向互動之科技;而本地內容業者的數位化程度、政策制訂與產業發展的配合亦相對重要。另外,理想的組織外部資源整合,以及明確的數位有線電視服務定位,皆將對於該產業的市場發展性影響深遠。本文亦期盼該研究能對數位有線電視平台業者、內容提供者或其它的相關產業鏈局之業者,產生實質上的參考價值。
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迎接寬頻時代的挑戰-論台灣無線電視業者內容加值服務方向 / The Development Direction of Value-Added Services in Taiwan's Terrestrial Broadcasting Companies王如蘭, Wang, Ju-Lan Unknown Date (has links)
在電腦、電信與媒體產業匯流現象以及全球化下的影響下,電信公司、網路服務業者、廣播電視網路、有線電視網路以及直播衛星等產業,已經逐漸整合而成一個水平相關的層級式產業,可以互跨服務範圍競爭。在整個寬頻多媒體產業中,我國無線電視業者可經營傳輸網路與節目內容,並為接取產品的中心。但是如何從類比走向數位、從窄頻走向寬頻、從傳統走向科技、從單向走向多向、從內容走向加值,就成為了我國無線電視業者的眼前的問題。
目前我國數位地面廣播電視發展尚處於起始階段,所以明確的加值服務規劃方向顯得相形重要;另外在寬頻上網的趨勢下,網際網路服務已經越來越普遍,如何提供使用者所需的加值服務就成了當務之急。為了要探討無線電視業者如何迎接寬頻網路的挑戰,就必須從數位電視與網際網路服務兩方面切入,來探討在寬頻時代下我國無線電視業者之內容加值服務方向。本研究之研究目的歸納為下列幾項:
一、探討我國無線電視業者所提供的網際網路內容加值服務並給予建議。
二、探討數位地面廣播開播後,我國無線電視業者可提供之內容加值服務方向。
三、探討整體寬頻多媒體產業市場結構,藉由分析我國無線電視業者之核心能力與資源,對於業者進入寬頻多媒體領域之服務規劃,提出具體建議。
由於內容加值服務的研究尚在萌芽,國內亦缺乏相關理論架構的累積,本研究從資源基礎與競爭優勢相關理論以及模組與模組化加值概念來作為內容加值服務的理論基礎,並從外部整體寬頻多媒體網路產業環境以及電視台自身優劣勢分析為基礎來分析無線電視業者的內容加值方向。本研究透過文獻探討、深度訪談兩種研究法進行,將目前五家無線電視業者作為研究對象,從數位電視與網際網路服務兩方面切入,分析我國無線電視業者之內容加值方向與整體服務規劃。
根據文獻探討與深度訪談的結果,本研究之結論與建議如下:
(一)加速通道數位化
在通道數位化方面,目前無線電視業者應詳實規劃未來服務方向,考量室內接收與行動接收的可行性,進行完整的傳輸網路規劃,並應積極加快數位電視基礎傳輸網路的建置工程。
(二)模組化的加值策略
內容加值的前提在於瞭解內容可以進行哪些方面的加值,以及所應對的流通平台為何,以便在不同的平台上建立不同的可行性機制,再進行模組規劃。內容的加值化分為兩部分,一為生產模組化;另一為建立數位資料庫。
(三)針對網路特性進行加值服務規劃
1.網際網路內容加值服務規劃方向:隨選的影音服務、資料庫檢索系統以及個人化的服務是網際網路內容加值的幾個重點方向。
2.數位地面廣播內容加值服務規劃方向:提供行動接收服務、具互動性以及檢索功能的可隨選多媒體資訊服務內容以及上網服務,來符合使用者需求。
(四)積蓄與重建核心資源保持企業優勢
在積蓄核心資源上必須將既有資源加以維持,並將個人資源經由知識萃取的方式轉為組織資源,形成知識擴散來達到機構化的程度,以助於組織競爭優勢的維持。本研究建議業者必須廣攬節目製作人才,或與製作公司相互整合,積蓄自身產製影音內容的核心能力與資源,維持自身之競爭優勢。
(五)相互策略聯盟造就多元環境
第一步必須以開放性的心態先行破除無線電視業者之間的藩籬,使得同業之間能夠彼此相互合作,另外在異業之間也要相互結盟,造就多元環境。
(六)改造企業以因應整體產業發展
企業的數位化必須透過組織適度地進行相關變革活動來達成,強調並落實以滿足顧客需求為主的競爭方針,以利於企業經營與存續。 / In recent years, due to the progress in digital technologies, the convergence between industries, and the springing up of the broadband network, Taiwan’s Terrestrial Broadcasting System become one of the major broadband accesses to information and entertainment content from home. The emerging new valued-added services they provide could thrive in areas such as digital TV broadcasting, interactive TV, data broadcasting, and Internet information retrieval.
In the new competitive market, to provide valued-added services the user want and make them satisfied become the key of the success. The objectives of this research are:(1) to reconsider the development direction of value-added services and applications in Taiwan’s Terrestrial Broadcasting Companies over Internet and DTV; (2) to make a strategic plan for the management of Taiwan’s Terrestrial Broadcasting Companies. This paper is based on following data:literature review, secondary industry information and in-depth interview with management personnel in order to construct an analytic framework and make proper conceptualization.
There are six major observations in this study:
1. Deploying broadband communications infrastructure as soon as possible let the various cooperative industries to incorporate the new digital platform.
2. Because both content and network are not the only choices in the broadband era, we have to put emphasis on modification design of producing content and database to make the services available anywhere.
3. Each platform has its own identity; the scheme of the valued-added services over Internet is to provide video on demand, customized content, and search services. The other services over Digital Terrestrial TV Broadcasting are to provide mobile service, Internet access, data broadcasting, and interactive TV services. Therefore, the provision of user oriented content and services shall be the key for making strategic plans in the media industry.
4. Save and re-establish core resources and capability to remain the industry’s predominance.
5. In digital era, the market is emerging as a sort of “Co-petition”, a mutual but not substitute relationship. Taiwan’s Terrestrial Broadcasting Companies have to establish the cooperative relationships with other industries to reach the synergy as expected.
6. Due to the progress in digital technologies, digital TV has become an emerging multimedia communications vehicle that will be one of the major broadband accesses to information and entertainment content from home. Traditional terrestrial broadcasting companies must restructure their organizations to keep the development in digital era.
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台灣網路虛擬偶像之行銷策略研究張家茹, Vanisa Chang Unknown Date (has links)
摘 要
本研究旨在探討台灣網路虛擬偶像發展較為成功的案例,由“均為崛起於網路動畫的台灣本土網路虛擬偶像;均藉由網友病毒式行銷、口碑行銷迅速走紅;均有影視、唱片界等豐富背景的經營創意團隊;均有朝網路虛擬至實體發展的跨媒體行銷計畫;均有台灣寬頻影音娛樂網站之內容提供者定位”共五大因素,挑選出三個代表個案—「阿貴(A-Kuei)」、「訐譙龍(G.G.Long)」、「牛奶糖家族(Miluku)」。研究方法上採取文獻分析以及包含深度訪談、網站內容分析的個案研究法,期望能藉由本初探性研究,予國內虛擬偶像行銷與動畫網站相關業者有所借鏡和全方位行銷策略之參考。
研究目的:
一、由文獻分析及市場現象觀察了解外來與國內虛擬偶像之行銷概況;
二、了解台灣網路虛擬偶像之行銷策略及執行;
三、綜合本研究調查分析結果,提出網路虛擬偶像之全方位行銷策略建議。
研究發現:
一、網路虛擬偶像成功之內外部因素;
二、虛擬偶像動畫網站經營之轉型;
三、網路虛擬偶像角色建構的轉型;
四、以功夫武俠片結合知名巨星朝全球動畫市場發展;
五、愛情成為亙古不變最保險與暢銷的行銷主題;
六、兩大類虛擬與實體結合的虛擬偶像推廣模式。
全方位行銷策略之建議:
一、以病毒行銷結合資料庫管理與網路虛擬社群經營;
二、運用口碑行銷並找出趨勢的引爆點與網路中樞;
三、以商品的植入式行銷結合連續劇商務。
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寬頻入口網站之內容服務研究-以和信GiGiGaGa.com與東森ETWebs.com為例 / Inquiry to Content Service of Broadband Portal Site--take GiGiGaGa.com and ETWebs.com as Examples許嘉惠, Hsu, Chia-Hui Unknown Date (has links)
寬頻服務的市場主要有二:一是寬頻上網服務;二是寬頻內容服務。國內的和信、東森兩家業者從有線電視產業跨足經營寬頻網路事業,正是因為手中握有「頻寬」跟「內容」的優勢。本文從「內容」的角度出發,探討兩家寬頻入口網站在內容服務過程中面臨到的各種議題,包括:網站的經營模式、網站內容服務、與內容供應商的合作、廣告業務經營,與網路調查公司的合作、以及未來的趨勢六個面向。
研究方法採文獻蒐集與深度訪談。文獻來源包括「產業競爭策略」、「網路內容服務」,與「網路廣告文獻」三種,以協助研究命題的發展。訪談對象則包括兩家個案公司在「網站行銷」、「網站內容」、「網路廣告」單位、以及一家「網路調查公司」的部門主管。而除了比較兩家網站在內容服務經營上的異同,也檢驗第二章的文獻探討作交叉分析。
在寬頻入口網站的「經營模式」及企業資源的運用上,和信傾向獨立經營網路事業,東森則是採整合行銷的傳播模式,並間接影響到網站在「內容供應」與「廣告業務」。在「內容服務」方面,兩家網站在內容規劃上多半參考國外網站,但在分類方式上並不相同。而在與「內容供應商」的合作則是十分多元化,包括傳統媒體與網路媒體。另外,在「廣告業務」及與「網路調查公司」的合作上,寬頻網站與窄頻網站的做法類似,尚無建立新的經營與合作模式。
本研究的結論有六點,分別是︰一、BISP與BICP應應同步發展,才有市場利基;二、應加強寬頻基礎建設以有利於寬頻服務的品牌推廣;三、應掌握寬頻使用者的喜好;四、寬頻網站的經營有賴於網路廣告主的支持;五、建立使用者付費為未來發展趨勢;六、未來應加強寬頻服務在電視介面的應用。最後,由於本論文牽涉的議題極廣,屬於初探性研究,因此期待後續研究者對於上述寬頻網站在內容服務的各項議題上有更深入的探討。
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寬頻網路與數位內容發展前景與關連之研析 / A Research on Prospects and Correlation of Broadband and Digital Content王正德, Wang, Cheng-Te Unknown Date (has links)
近年來,寬頻網路與數位內容的興起,受到世界先進國家的注意。在台灣,寬頻網路與數位內容不僅是產業界及學術界熱門的研究及發展課題,也是政府既定的產業政策方向,但卻少有研究同時針對兩者進行完整的討論和其關連之研析。
本研究旨在針對科技、產製、市場、經營與政策五個面向,透過文獻分析與深度訪談法,從趨勢發展的角度探討數位內容與寬頻網路彼此的前景和關連。
本研究認為,寬頻網路與數位內容在科技、產製、市場、經營及政策等面向上的發展關連緊密,彼此相輔相成,並可以產生整合的效果:
(一)科技面:寬頻網路傳輸效能與效率的提升,加上科技匯流與IP網路的整合,提供內容已成為寬頻網路必然的發展趨勢。
(二)產製面:數位內容可以發展多元創新的應用,主要仍是寬頻網路的推波助瀾,因此寬頻網路未來勢必成為數位內容最重要的傳輸通路。
(三)市場面:寬頻網路與數位內容的市場需求彼此重疊。提供加值內容可以創造寬頻市場的範疇經濟優勢,透過寬頻傳輸則可以擴大數位內容的市場規模。
(四)經營面:寬頻網路與數位內容經營者的核心能力不同,彼此價值鏈的關連緊密,並可以提供創新和多元的經營模式。
(五)政策面:世界重要國家都很重視寬頻網路與數位內容的推展,同時推展寬頻網路和數位內容可以滿足彼此在政策上的供給和需求關連。
在台灣,近年來寬頻網路和數位內容產業發展迅速,但少有相互合作以發揮整合優勢的成功案例,另外在寬頻連線速率和線上內容的品質方面,也還有進步的空間。因此,政府除應持續加強寬頻網路和數位內容的推展,也可以同時思考寬頻網路與數位內容產業政策之間的支援與整合。 / While the upsurge of broadband and digital content has attracted considerable attention in developed countries recently, in Taiwan, despite the fact the fixed official policy has propelled the R&D on the subject either in the field of industry or academia respectively, integrated program researches are inadequate.
This research aims to explore the prospects and correlation of digital content and broadband through literature analysis and intensive interviews, focusing on five dimensions of technology, production, market, operation, and policy.
In conclusion, the broadband and digital content developing cooperatively and coordinately results in synergy out of the five facets as below:
A.Technology:The upgrade of transmission effect and efficiency, as well as the digital convergence and IP network integration, broadband entrepreneurs offering content has inevitably become a trend.
B.Production:Broadband fostering the growth of digital content enables it be applied in an innovative way, making it definitely a significant transmission material for digital content.
C.Market:The market demand of broadband and digital content overlaps, and the economy scope advantages in broadband market is reachable when broadband is provided with value-added content.
D.Operation:Broadband operators and digital content operators, closely correlating with each other in value chains, vary in core competence, which may innovate and variegate business models.
E.Policy:Most advanced countries have been making efforts to promote broadband
and digital content, while the policies of broadband and digital content are both
enforced, the supply and need of both industries can be fulfilled.
Despite of broadband and digital content industries developing in Taiwan in recent years, successful synergy cases out of cooperation between broadband and digital content run short. The speed rate of broadband access and the quality of online content issues remain to be strengthened. It is suggested that the government persist in popularizing broadband and digital content, besides working out interdisciplinary policies for broadband and digital content.
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