Submitted by FERNANDO JACINTO ANHÊ SANTOS null (fernandoanhe@gmail.com) on 2018-01-30T21:32:13Z No. of bitstreams: 1 Dissertação_Fernando Anhê_FINAL-REP.pdf: 997443 bytes, checksum: 7158e1339dc4019ef5068c68fa0dd29c (MD5) / Approved for entry into archive by Maria Marlene Zaniboni null (zaniboni@bauru.unesp.br) on 2018-02-01T18:38:51Z (GMT) No. of bitstreams: 1 santos_fja_me_bauru.pdf: 997443 bytes, checksum: 7158e1339dc4019ef5068c68fa0dd29c (MD5) / Made available in DSpace on 2018-02-01T18:38:51Z (GMT). No. of bitstreams: 1 santos_fja_me_bauru.pdf: 997443 bytes, checksum: 7158e1339dc4019ef5068c68fa0dd29c (MD5) Previous issue date: 2017-05-19 / Após seis anos de aprovação da Lei 12.485/11 (Lei da TV Paga) é possível notar seus efeitos econômicos no mercado audiovisual. A legislação dispõe de artigos que determinam política de cotas para vários elos da cadeia produtiva do audiovisual. A lei também destina verbas provenientes da cobrança do CONDECINE ao FSA (Fundo Setorial do Audiovisual), que é responsável por fomentar e financiar o mercado audiovisual brasileiro. Esta pesquisa tem como objetivo principal observar os efeitos econômicos da lei 12.485/11 no mercado audiovisual nacional em diferentes elos de sua cadeia produtiva. Para isso, a pesquisa começa com um resgate histórico sobre a economia política nacional, sobre seus aspectos legais, políticos e econômicos; sintetiza os primeiros decretos para regular a radiodifusão do governo de Vargas, os decretos de Jânio Quadros, o desenvolvimento da pioneira Lei do Cabo e o desenvolvimento e implementação da Lei 12.485/11. O estudo também faz menção ao período que vai do fim do Império até a década de 1930, quando o modelo agrário e escravagista vai sendo substituído pelas atividades fabris e comerciais. Para estudar os efeitos da Lei 12.485/11 no mercado audiovisual a pesquisa busca observar o contexto histórico, para depois observar os dados qualitativos e quantitativos disponibilizados por diversas entidades sobre os efeitos da Lei 12.485/11 no mercado audiovisual. Em um segundo momento, a pesquisa traz dados relacionados a todos os elos da cadeia produtiva do audiovisual, geração de empregos, novas empresas, novas formas de captar recursos, disponibilizados por entidades do setor. Ao final, o projeto analisa os efeitos econômicos da Lei 12.485/11 a partir dos dados apresentados pela pesquisa e também utiliza a opinião de profissionais atuantes no setor audiovisual para traçar um panorama do mercado audiovisual após a Lei 12.485/11. / This project presents the current economic participation of the Brazilian audiovisual sector and investigates the modes of production, forms of distribution, circulation and consumption of audiovisual products in various media and broadcasting platforms. The research shows the history of industry problems such as economic underdevelopment, the concentration of capital in some productive poles in a few regions of the country, the lack of regulation of activities, job insecurity in the area and the lack of economic planning of the State for the strategic development of audiovisual production. Also carry on about Brazilian economic crises of 1962, 1974 and 1981 to explain the current economic crisis which also affects the Brazilian symbolic economy. The second part of the project evaluates the economic effects and professionals of Law 12,845, law the "pay TV" in the fundraising market for audiovisual projects and analyzes the data provided by the market, to make economic projections for the sector due to the current national economic scenario. The project also assesses whether the Law 12,845 could actually achieve its goals of promoting new local and regional content developers, or are just going relocation of professional structures of the major producers. After all, there is the possibility of them have moved to occupy new market niches opened by mandatory regionalization of the pay television programming. The third part of the project brings the implementation of management methodology Project Management Institute projects (PMI) to raise funds for audiovisual projects with the Sector Fund Audiovisual (FSA). The methodology in question includes the planning scope, time, cost, quality, human resources, communications, risk, procurement and project stakeholders. The methodological procedures using various tools and dynamics necessary to obtain information for the development projects. The work aims to assess the economic effects of Law 12,845 in the Brazilian audiovisual market and see the different ways to raise funds open by law. The survey also performs the analysis of economic history and regulation of communications in the country, in order to clarify the current situation. After the prospect of realistically economic political scenario, the graduate student applies to the PMI project management methodology, directing the project to its most practical dimension.

[pt] CATV / Gigabit Ethernet / DWDM : Novas Alternativas Técnicas e Econômicas para a Última Milha tem como objetivo descrever a ativação de novas funcionalidades de uma rede de distribuição de CATV associada à distribuição de dados em faixa larga. A utilização da tecnologia DWDM no domínio óptico, associada a novas topologias de distribuição em cabo coaxial e ao padrão Gigabit Ethernet, permite a obtenção de uma nova concepção em rede de telecomunicações, onde os serviços tradicionais de distribuição analógica são inteiramente preservados. As vantagens desta solução residem na obtenção de uma rede de muito alta velocidade, ideal para aplicações Internet de segunda geração e em um dramático aumento do retorno econômico nas redes CATV já instaladas. / [en] CATV / Gigabit Ethernet / DWDM : New Technical and Economic Altermatives to the Last Mile is aiming at describing the activation of a new family of functionalities applicable to a CATV distribution network together with a delivery of broadband data. Optical domain DWDM technology is used, associated with new coaxial cable distribution topologies and the Gigabit Ethernet standard, allowing for a new telecommunications network concept, where the traditional analogical distribution services are totally preserved. The above proposed solution presents two advantages. The first is such that a very high-speed data network becomes available. This last, is an ideal outfit for second generation Internet. The second advantage is that the obtained data network provides for economic revenues by far greater than those of the traditional CATV networks.

數位科技的快速興起與發展，對傳統電視之價值鏈造成相當大的衝擊，促使整個電視產業的再造，重塑產業的競爭模式。日本政府由總務省精密規劃與強力主導之下積極推動廣播電視的數位化，早已1996年透過衛星電視開播日本首例之數位電視平台狹帶域CS，其進程快於台灣。 本研究期望藉由日本發展數位電視之經驗為借鏡，尋找出台灣未來數位電視之發展方向為前提，利用Porter之國家競爭優勢的鑽石模型理論，試圖從台日之發展現況比較分析台灣和日本兩國數位電視產業之競爭優勢，並嘗試針對台灣數位電視之平台發展方向、廣電法修訂方向及營運發展方向之三點，導出未來發展之分析建議，供以參考。 本研究對台灣數位電視發展方向之建議為如下： 一、 台灣政府可參考日本政府推動數位電視的方式加強積極度 二、 台灣應儘早建立「國家通信傳播委員會（NCC）」 三、 台灣可發展衛星電視，作為專門負責提供數位電視頻道之頭端 四、 本研究所提之數位電視播放的平台機制架構，可咨台灣數位電視未來發展參考 五、 台灣發展新衛星電視平台時，應參考日本之經驗，導入製播分離制度 六、 台灣應儘早建立數位電視之付費機制 關鍵字：數位電視、數位衛星電視、數位有線電視、數位廣播、鑽石模型 / The rapid rise and development of digital technologies have caused a major impact on the traditional television's value chain. The impact will compel the whole television industry to restructure and reconfigure their competition model. Through the careful planning and strong initiatives of its Ministry of Internal Affairs and Communications (MIC), the Japanese government has been aggressively pushing for digital television broadcasting. Japan’s first digital TV platform, "narrow band area Communication Satellite (CS)," was already in service by 1996. Thus, progress in converting to digital television was quicker in Japan compared to Taiwan. The premise of this research uses the Japanese development experience in digital TV as a reference point for the development direction for the future of digital TV in Taiwan. The research tries to apply Porter's diamond model to analyze the competitive advantages of the digital TV industries in Taiwan and Japan based on current development conditions. From the comparison of the competitive advantages, the research derives analytical suggestions for the future development of digital TV in Taiwan focused on the following three points: 1. Development direction of Taiwanese digital TV platforms. 2. Revision direction of Taiwanese Broadcasting and Television Law. 3. Development direction of Taiwanese digital TV operations. The suggestions for the development direction of digital TV in Taiwan are as follows: 1. The Taiwanese government can consult the initiatives taken by the Japanese government in aggressively promoting digital TV. 2. Taiwan should create a National Communications Commission (NCC) as early as possible. 3. Taiwan can develop the satellite television; specifically as a site for providing digital TV channels. 4. Taiwan’s future development in digital TV should follow a design for the digital broadcasting platform mechanism provided by this report. 5. When Taiwan develops the new satellite television platform, they should consult the experience in Japan where they separate the institutions for production and broadcasting. 6. Taiwan should create a payment mechanism for digital TV as early as possible. Keywords: Digital TV, Digital Satellite TV, Digital Cable TV, Digital Broadcasting, Diamond Model.

電視購物在國外行之有年，美國、韓國的電視購物業者更是大規模經營，市場也相當成熟。近年來，我國電視購物產業也逐漸發達和進步，其原因包括了隨著有線電視產業之成熟、網際網路發達、虛擬交易的興起、以及數位電視的推動等。 本研究採取質化研究之個案研究法，首先介紹美國QVC公司、韓國電視購物、以及中國大陸電視購物，說明各國電視購物產業發展現況，並透過深入訪談介紹國內企業東森得易購、富躍購物、以及即將進軍電視購物產業之統一集團，作為現有業者、新進業者、以及潛在進入者之代表個案。 本研究歸納電視購物的關鍵成功因素為無形資產類、有形資產類、與組織能力三類，這些優勢均具有不易模仿與不易轉移的特點，且對企業維持長久的競爭優勢有顯著的影響，說明如下。 一、無形資產類 (1) 品牌聲譽：包括電視購物業者本身的品牌聲譽以及所銷售產品之品牌聲譽，品牌有助於提升消費者對電視購物的信心。(2) 供應商關係： 電視購物業者與供應商之間必須建立緊密的共存合作關係，使新進者無法取代。 二、有形資產類 (1) 掌握具寡佔特性的頻道資源：由於國內頻道空間有限，因此電視購物業者可透過垂直整合達成通路之寡佔，構成強大的議價力與利益交換空間。(2) 集團資源：此點特別是有形之資金與子公司間的合作效益，既可創造內部市場，同時還可以帶來交叉銷售、資源共享等利益。(3) 規模經濟：電視購物產業之規模經濟來自於有線電視系統、商品進貨量、節目製作、客戶服務中心、物流系統、資訊系統等。 三、組織能力類。(1) 產品與服務之創新能力：隨著產業競爭日益激烈，加上業者彼此模仿挖角，因此業者必須致力於產品和服務的創新，形成差異化才能維持市場領導地位。(2) 價值活動整合能力：電視購物業者無論是自行整合或是透過與價值鏈上下游廠商策略聯盟，都必須具備良好的價值活動整合能力，透過具有人才或是策略聯盟等，可有效創造垂直整合的優勢。 本研究之貢獻在於借鏡國外個案以及整理國內業者之經營型態，歸納出具系統性的關鍵成功因素，無論是現有業者或是新進業者均可參考。但由於關鍵成功因素會隨著產業生命週期變化，本研究完成於國內電視購物產業之成長期，現有業者與新進者之間的競爭態勢尚未底定，產業結構也持續變動。故此，後續研究限制如下：一、產業持續變動。二、 國內成功業者有限。三、廣電三法持續修正，產業生態多有變數。四、數位電視方興未艾，勢將帶動下一波產業發展。

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。