中文摘要 商業周刊（台灣）從1992年到2002年快速成長，從一本財經周刊，發展成雜誌叢書、編輯顧問入口網站、電子商務..等11個事業體的綜合媒體集團，創造台灣商周媒體奇蹟。 商業周刊本體（不含其他事業體）的經營績效，過去十年在營收方面，複合成長率高達30％，2000年起連續三年，稅前盈餘都超過一億元新台幣以上（不含其他事業體），成為台灣地區經營最傑出的平面媒體之一。 透過本研究發現，商周成長歷程中歷經三個階段： 1. 效率/價值階段 2. 整合資源階段 3. 品牌經營階段 由於經營者強調創新和務實並重，不斷增強更新核心資源、核心能耐，也使企業生命週期能適時破局回春，再創新格局，保持成長趨勢不中斷。 商周在每一階段的學習曲線中都包括錯誤教訓和成功經驗累積，企業就像有生命的有機體，不但要讓幼苗成為大樹，更要讓大樹變成一片森林，在商周個案中可看到，一個小型企業，在知識內容產業上，如何由小變大，蔚然成林，最後與國際媒體集團併購，準備進軍大中華華文內容市場完整生命週期。 / Executive Summary Business Weekly (Taiwan) has been rapidly growing since 1992. Starting from a financial weekly magazine, Business Weekly creates a Taiwan media miracle and grows to an integrated media group consisting of 11 business units, e.g. magazine, books, editing consulting portal, e-commerce. On the business performance of its core business, Business Weekly enjoyed compound sales growth of 30% in the last 10 years. For the consecutive 3 years since year 2000, the profit before tax of core business was over NT$100 millions, which was recognized as one of the best operated print media. Through this research, the growth of Business Weekly has gone through 3 major stages: 1. Efficiency/value stage 2. Integration stage 3. Brand management stage Due to management focus of creativity and being practical, it continuously strengthens its core resources and capacity, sustains on the business life cycle, creates new opportunities and maintain its growth trend. Business Weekly has learned from the failure and success at each phases of learning curve. A cooperation is just like a live organ. It does not only grow from a weed to a big tree but also expand from a tree to a forest. From the case of Business Weekly, we can learn how a small company grows in the content business, then moves toward the Chinese content market in Greater China through the merge with international media group and form a complete its product life cycle.

隨著網際網路的盛行，網路不但改變一般人的資訊收集方式、訊息閱讀方式、交友方式、娛樂方式，也影響企業研究顧客需要、銷售商品、打造品牌、服務客戶的方式。過去依靠讀者閱讀所帶來的發行收入，及廣告收入所創造營收的報紙、雜誌平面媒體，現在卻因為發行收入的減少，及廣告收入的滑落，而面臨了有史以來最嚴峻的挑戰。如果平面媒體因應大勢所趨轉型為數位媒體，應該採取哪種轉型策略模式？ 本研究採文獻分析、觀察研究、專家深度訪談，及個案分析法，針對目前平面媒體轉型為數位媒體的策略模式，及美國Advertising Age與 AD WEEK這兩本行銷傳播專業雜誌，轉型為數位媒體的策略模式研究結論如下： 一、平面媒體轉型為數位媒體的三種轉型策略模式中，目前運用「產品延伸變革型」的最多，運用「市場開發變革型」、「多角整合變革型」的較少。 二、把原先平面的內容，移到數位媒體上的「產品延伸變革型」，是種比較安全，也很容易在激烈媒體競爭中，被各式各樣對手所取代的模式。 三、「市場開發變革型」是以網路閱讀者為主要對象，完全以網路為工具提供的服務，所開發出的模式。這種模式除了服務原有的顧客，也可能創造原來不是顧客的顧客而開創新市場。這種轉型模式雖有風險，美國幾家服務青少年的雜誌媒體經營者在衡量得失後，仍大膽採行這種模式。 四、在數位媒體上整合各種服務，提供讀者一指搞定所有需求的「多角整合變革型」模式，除了提供資訊服務，也整合目標對象的其他需求，一次完整提供。換句話說，過去平面媒體是把資訊印在紙上傳送給讀者，未來應該是透過更有效率、又互動的媒體工具，把讀者所需的各種服務傳送到讀者眼前，幫助讀者在工作上、生活上更成功。這種模式大部分是先建構一個平台，並結合同業、異業夥伴，甚至讓過去只是被動接收訊息的讀者，現在也参與一起創造內容。這種轉型模式由於收入多元化，成功機率也較高。 五、許多平面媒體在面對網路時代的衝擊，在轉型過程中，大多會先採取安全保險的做法，運用「產品延伸變革」轉型策略模式。也有的在觀察一段時間後，慢慢摸索朝「市場開發變革」模式、「多角整合變革」模式發展。但是現階段已有越來越多的平面媒體，在轉型初期就立即採取市場開發變革模式、多角整合變革模式，搶佔市場先機。而許多平面媒體與數位媒體的關係，一開始是平面為主附加數位媒體，接著是虛實共生，部分媒體是從平面換手由數位媒體接續經營。 關鍵字：平面媒體、數位媒體、轉型策略模式 / As use of the Internet has become more popular, it has not only changed the way people gather information, read messages, meet new friends and entertain each other; it has also changed the way companies carry out market researches on their customers, sell products, create brands and service their clients. In the past, newspaper and other print media have relied heavily on the revenues generated by publishing and advertising -. Revenues have now dropped dramatically, and the print media are facing their biggest challenge yet. Therefore the question has become obvious; if the print media are to keep up with the trends to evolve to digital, what strategic solution should they adapt? In finding a solution to this problem, this study uses the technique of case-study analysis of two American marketing and advertising magazines (Advertising Age and AD WEEK) to understand the strategies involved in their decision-making to evolve into the digital media. The findings are listed below: 1.Of the three ways of evolving into a digital medium, the product-extension transformation strategy model is the most commonly used, while market exploration and the diversified-integration transformation strategy models are less commonly used. 2. Shifting content into digital media from print. This product-extension transformation strategy model is a safer way, yet it cannot breach boundaries and can be easily wiped out from the market by a wide variety of competitors. (In the Internet age there are no differences between print and digital media.) 3. Market exploration focuses on Internet readers as their target group. This is purely a solution based on providing services using the Internet as a tool. In this way, besides providing services to customers, it is possible to create a new market for those who are not existing customers. Although risks are involved in this solution, some companies in the US that target teen-agers have gone this way after evaluating their situation. In combining all kinds of services, and offering to help their readers to solve all their need with the click of a mouse, the diversified-integration transformation strategy model not only offers information but also loops in target audiences' other needs, to provide a one-stop-shopping solution. For most of the companies that operate under this concept, they have created a platform and work together with other companies and even their readers could create contents. As their services are charged through different channels, this has a higher rate of success. Faced with the impact of ‘Internet Age’, many print media are taking the safest way to evolve into the digital media and choosing the product-extension transformation strategy model. While some others have decided to gradually ease their way toward a market development-transformation strategy model or a diversified-integration transformation strategy model. But more and more print media have decided to put their efforts into the market-development transformation strategy model and the diversified-integration transformation strategy model in the process of evolving into digital media. This puts them in the right spot in the market and protects them from the fate of elimination. The connections between many print media and digital media have changed from focusing on the print sector accompanied by digital means to both equally important. For some media, they have converted completely to the digital media. Key words: printed media, digital media, transforms strategy model