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    題名: 有聲書市場之策略分析—遍路文化個案探討
    Strategic Analysis of Audiobook Industry: On the Road Company Case Study
    作者: 張芳瑀
    Chang, Fang-Yu
    貢獻者: 郭曉玲
    Guo, Shiau-Ling
    張芳瑀
    Chang, Fang-Yu
    關鍵詞: 有聲書
    五力分析
    持續性競爭優勢
    Audiobook
    Five forces analysis
    Sustained competitive advantage
    日期: 2022
    上傳時間: 2022-07-01 16:33:53 (UTC+8)
    摘要: 本研究以五力分析模型和持續性競爭優勢等模型分析台灣有聲書市場，研究範圍為線上收聽不須實體載具之有聲書，過程中以訪談了解個案公司遍路文化之營運現狀，並以訪談和問卷分析消費者對有聲書使用之偏好，綜合整理之下，最後提出對個案公司的建議。根據五力分析結果，有聲書市場的五力威脅為中等，其中威脅較大的力量為潛在進入者的威脅、業內競爭和替代品的威脅。
    本研究之消費者問卷結果可提供有聲書業者三大參考點。其一為起初使用動機，此變數可以幫助有聲書廠商理解該用什麼變數吸引新客戶。而有聲書相較紙本書的優缺點可作為廠商「將紙本書使用者轉換為有聲書使用者」考慮的因素。有聲書的易用程度影響因素及有用程度影響因素則可作為優化有聲書產品的依據。透過消費者問卷之卡方分析，本研究發現，「聆聽設備」和「平台特性」此二劃分客群的變數相較年齡更有意義。透過策略草圖可得出整體有聲書市場仍存在的市場空間在於提升兩大變數：「跨裝置使用」和「分段細緻程度」。
    由訪談中可了解使用者使用之動態歷程。主要發現在於，使用有聲書可以分為兩種情境，一為專心聆聽，二為同時在做另一件事。而有聲書之使用情境會受到知識含量的影響，當有聲書的知識含量高時，使用者偏好專心聆聽，此時podcast和有聲書之間的替代性不高。此外，對於未使用過者，個案公司有兩點須克服，一為受訪者認為有聲書較紙本書便宜，為降低消費者預期有聲書價格較低的落差感，公司可以在販售平台上說明製作過程耗費的各項投入。二為消費者認為聆聽有聲書過程時間利用率低，對此，有聲書企業可以設法讓聆聽過程能加入其他互動的元素或視覺輔助內容。
    This study analyzes Taiwanese audiobook market with Five forces model and Sustained competitive advantage model, focusing on audiobooks that are streamed on the internet. Through interview with case company On the Road, we understand its operating status and future goal. Further, via interview and questionnaire done with potential customers, their preferences are analyzed. Combining above information, we provide some suggestion for case company. Based on Five Forces Analysis, the competitive forces of Audiobook industry are median. Among the five, greater forces are competition in the industry, threat of substitutes and potential new entrants.
    The outcome of customer questionnaire could provide three main insights. Firstly, “original adoption motivation” suggests what factors could attract new customers. Secondly, “pros and cons of audiobooks relative to paper book” gives guidance when company tries to transfer paper books’ customers to audiobooks’. Thirdly, “factors that affect audiobooks’ usefulness and ease of use” would be clues to improve current audiobook experience. Through Kai-square analysis, it is found that “listening equipment of customer” and “audiobook platform characteristics” are better customer segregation parameters than age. Via strategic canvas analysis, it is discovered that unfulfilled market spaces in the audiobook industry exist in “allowing multi-device use of audiobook” and “providing detailed titles in audiobook”.
    Customer interview reveals dynamics of user experience. Main findings are the following two facts. One is that people use audiobook in two ways: (1) to focus on listening to audiobooks and (2) to multitask. The ways of listening can be affected by the density of knowledge in audiobooks. When the density is high, people tend to think they have to listen carefully, and therefore under this case, audiobook and podcast are unlikely to be substitutable for one another. The other finding is that, for people who never use audiobooks, company would have two obstacles to conquer. (1) They think audiobooks are cheaper than paper books. For this, company could provide detailed explanation of the production process on its website to show the efforts spent on production. (2) People think listening to audiobook is not time efficient. To deal with this, company could add other interaction elements in the listening experience.
    參考文獻: 一、中文文獻
    文化部，2020。2019 臺灣文化創意產業發展年報。台北：文化部。
    巫立宇、邱志聖，2021，銷售與顧客關係管理(第二版)，台北：新陸書局。
    張建鳳，2017。歐美有聲書發展現狀、原因與服務類型。科技與出版。第五期：89-94。
    祝本堯，2021。2020 年電子書出版市場回顧。台灣出版與閱讀。第一期：118-125。
    喜馬拉雅，n.d.。有聲小說,相聲,評書,故事,兒歌,線上聽書- 喜馬拉雅手機版。https://www.ximalaya.com/。搜尋日期： 2022 年 4月27 日。
    新浪科技，2022。喜馬拉雅更新港股招股書，2021財年營收58.6億。https://finance.sina.com.cn/tech/2022-03-29/doc-imcwiwss8787132.shtml#:~:text=%E6%8B%9B%E8%82%A1%E4%B9%A6%E6%98%BE%E7%A4%BA%EF%BC%8C%E5%96%9C%E9%A9%AC%E6%8B%89%E9%9B%852019,%E8%87%B3%E4%BA%BA%E6%B0%91%E5%B8%8158.6%E4%BA%BF%E5%85%83%E3%80%82。搜尋日期： 2022 年 4月27日。
    遍路文化，n.d.。遍路文化官方網站。https://ontheroad.today/。搜尋日期： 2021年 5月7日。
    遍路文化，n.d.。編輯開外掛！有聲書開發製作術。https://ontheroad.today/course/53/sections。搜尋日期： 2022 年3月5日。
    雷叔雲，2018。此時無聲勝有聲：美國的有聲書走勢。台灣出版與閱讀。第三期：144-149。
    數位時代，2020。有聲書元年來了！Readmoo閱讀報告：有聲書銷售成長8倍、品項增量近5倍。 https://www.bnext.com.tw/article/60573/readmoo-audible?。 搜尋日期： 2021 年 7月8 日。
    讀墨，2021。 2020 年度閱讀報告。https://readmoo.com/book/210164921000101。搜尋日期： 2022 年 3月5 日。
    讀墨，2021。營收4億、閱讀1億4千萬分鐘！──READMOO讀墨電子書2021年度閱讀報告。https://news.readmoo.com/2021/12/15/211215-2021-readmoo-report/#:~:text=Readmoo%E7%B7%A8%E8%BC%AF%E5%9C%98%E9%9A%8A%E7%9A%84%E6%9C%80%E6%96%B0%E6%96%87%E7%AB%A0(more...)&text=%E5%85%A8%E7%AB%99%E7%B8%BD%E4%B8%8A%E6%9E%B6%E6%9B%B8%E7%9B%AE,Pro%E3%80%816%20%E5%90%8BmooInk%20S%E3%80%82。搜尋日期： 2022 年 4月20日。
    讀墨，n.d.。讀墨官方網站。https://readmoo.com/。搜尋日期： 2021 年 3月5 日。

    二、英文文獻
    Audible, n.d. Amazon Homepage. https://www.audible.com/. Browsing date: 2021, May , 5th.
    Barney, J. 1991. Firm resources and sustained competitive advantage. Journal of Management 17(1): 99-120.
    Leavy, B. 2005. Value pioneering – how to discover your own ‘‘blue ocean’’: interview with　W. Chan Kim and Rene´e Mauborgne. Strategy & Leadership. 33(6): 13-20.
    Business Strategy Hub, n.d. How does Audible work & its business model. https://bstrategyhub.com/how-does-audible-work-its-business-model/.　Browsing date: 2022, April, 6th.
    Deloitte Insight. 2019. Technology, Media, and Telecommunications Predictions 2020. https://www2.deloitte.com/bg/en/pages/technology-media-and-telecommunications/articles/tmt-predictions-20191.html. Browsing date: 2022, April, 8th.
    ecommerce DB.com, n.d. E-COMMERCE REVENUE ANALYTICS kobo.com. https://ecommercedb.com/en/store/kobo.com#:~:text=In%20the%20Electronics%20%26%20Media%20market,US%2430m%20in%202021. Browsing date: 2022, April, 28th.
    Grand View Research. 2020. Audiobooks Market Size, Share & Trends Analysis Report By Genre, By Preferred Device (Smartphones, Laptops & Tablets, Personal Digital Assistants), By Distribution Channel, By Target Audience, By Region, And Segment Forecasts, 2020-2027. San Francisco: Grand View Research.
    KOBO, n.d. KOBO Homepage. https://www.kobo.com/tw/zh?utm_content=GSMSC&gclid=Cj0KCQjwg_iTBhDrARIsAD3Ib5h3MLF1lBFnVVbcauDPCTXC8I6h6QMztestxyPeKV2oDtCD8hNiWOgaAtJBEALw_wcB. Browsing date: 2021, June, 11th.
    Porter, M.E. 1979. How Competitive Forces Shape Strategy. Harvard Business Review. 57(2): 137-145.
    Srivastava, N., Mishra, A., & Dwivedi, Y.K. 2021. Investigating Antecedents of Adoption Intention for Audiobook Applications. Journal of Computer Information Systems. DOI: 10.1080/08874417.2021.1913672
    描述: 碩士
    國立政治大學
    企業管理研究所(MBA學位學程)
    109363002
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0109363002
    資料類型: thesis
    DOI: 10.6814/NCCU202200638
    顯示於類別:[企業管理研究所（MBA學位學程）] 學位論文

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