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| Title: | 平台優勢：《女人我最大》電視節目的商業模式創新
Platform Advantage: Open Business Model within the ‘Fashion Queen’ TV Program Innovation |
| Authors: | 蔡明瑾 |
| Contributors: | 蕭瑞麟
蔡明瑾 |
| Keywords: | 商業模式創新
開放創新
資源交換
平台優勢
持續性商業模式
business model innovation
open innovation
resource exchange
platform advantage
endurable business model |
| Date: | 2012 |
| Issue Date: | 2014-02-10 14:49:16 (UTC+8) |
| Abstract: | 商業模式創新已成為近年來企業最關注的議題之一。在競爭激烈的環境下，商業模式的轉型經常需仰賴外部資源，借力開放手法以建立新的營收模式。本研究分析TVBS電視台《女人我最大》節目，探索該節目所鑲嵌的複雜商業模式。本個案探索節目製作單位如何設計與關鍵利害關係人間的資源交換機制，分析這個節目如何逐步改善獲利模式，並得以長青不墜。本研究指出，該節目透過與置入分享機制、槓桿達人老師和串聯跨平台媒體三個組織作為。這些組織作為重新建構了「互惠型」關係網絡，取代傳統「交易型」付費機制。這將原本單純的廣告收益，轉化為置入贊助、經紀收益、教育顧問、產品銷售與海外授權等多元營收來源。更深遠的影響是，該節目的專業識別也由女性流行節目轉型為美妝教育平台。學理上，本研究提出如何以資源交換重新理解開放創新的原理，並探究這種手法如何能促成商業模式轉型為平台優勢。實務上，本論文探討《女人我最大》的商業模式中有哪些創新元素，可以做為媒體產業與影視產業的借鏡。本論文指出，商業模式並非只是交易方式的改變以及產出價值的計算。企業必須策略性分析關鍵成員之間的利害關係，並依此設計各種資源交換的手法。如此，企業才能達成商業模式創新，並且讓此價值鏈中的所有成員能各取所需，也因此使商業模式可常可久。
Business model innovationhas become one of the most important issues for today’s enterprises. In a competitive environment, the transformation of business model often requires the inflow of external resources and leverage on open mode of innovation in order to create new source of revenues. This thesis examines the commercial program of ‘Fashion Queen’, a television program which is directed by TVBS Entertainment Channel, and analyzes the sophisticated business model embedded within this fashion show. This case study explores how the production team designed various resoruce exchange mechanisms for different stakeholders, and examines how this program gradually improves its revene streams so as to sustain the show. This research indicates that the program incorporated three modes of organizing, namely: embedding sharing mechanism, leveraging ‘artisan’ experts and establishing trans-media platforms. These organizing modes reconstructed a ‘reciprical’ type of relational network and replaced the traditional ‘transactional’ type of payment mechanism. They thereby transformed the previous advertising revenues into multiple sources of income, such as embedded sponsorship, brokering income, educational consultancy, product sales and overseas licensing. A further impact from these organizing practices is a change of identity, from female fashion program to ‘beauty education’ platform. For theoretical contributions, this research proposes how to gain a new perspective of open innovation through resource exchange, and inquires how such organizing practices could facilitate the transformation of business model into platform advantage. For practical contribution, this thesis identify the innovative elements within the ‘Fashion Queen’ program, which offer implications to firms situated in media and television industries, among others. This thesis points out that business model consists not merely of transaction model and calculated value. Firms must analyze what are at stakes among key actors strategically, and design various approaches to resources exchange to achieve the means. By so doing, firms could achieve business model innovation, allow each stakeholdes to take what they need, and thereby the innnovated business model could become endurable.
Keywords: business model innovation, open innovation, resource exchange, platform advantage, endurable business model
誌謝詞I
中英文摘要II
論文目錄V
表目錄VII
圖目錄VIII
壹、緒論1
1.1 研究動機1
1.2 研究缺口與目標4
1.3 預期成效5
貳、文獻探討7
2.1商業模式創新7
2.2 開放式創新8
2.3 文獻缺口10
參、研究方法12
3.1 研究個案選擇12
3.2 資料收集方法16
3.3 資料分析17
肆、個案背景19
4.1 台灣有線電視環境概況19
4.2 《女人我最大》節目之演進21
4.3 節目面臨之挑戰29
伍、研究發現42
5.1 對廠商開放：由廣告微置入轉成教育培訓43
5.1.1微置入之作法43
5.1.2資源交換與商業模式創新48
5.2 對老師開放：由專業講解到專家品牌51
5.2.1職人型演藝51
5.2.2 資源交換與商業模式創新55
5.3 跨媒體開放：由產品推銷到購物商城58
5.3.1 平台優勢58
5.3.2 資源交換與商業模式創新60
5.4 小結63
陸、討論與結論64
6.1 學術意涵64
6.2 實務意涵67
6.3 研究限制68
6.4 結論69
參考文獻71 |
| Reference: | 中文文獻
1. 劉幼琍主編，2013。《電訊傳播：CEO的經營策略》。新北市：威仕曼文化。
2. 顧仁明譯，2001。金錢、性別、現代生活風格。台北，聯經。(原書Simmel，Geogi，1895，Fashion)
英文文獻
1. Achtenhagen, L., Melin, L., & Naldi, L. 2013. Dynamics of Business Models – Strategizing, Critical Capabilities and Activities for Sustained Value Creation. Long Range Planning, 46(6): 427-442.
2. Amit, R., & Zott, C. 2012. Creating Value Through Business Model Innovation. Sloan Management Review, 53(3): 41-49.
3. Baden-Fuller, C., & Haefliger, S. 2013. Business Models and Technological Innovation. Long Range Planning, 46(6): 419-426.
4. Blau, P. M. 1964. Exchange and Power in Social Life. New York: John Wiley.
5. Bock, A. J., Opsahl, T., George, G., & Gann, D. M. 2012. The Effects of Culture and Structure on Strategic Flexibility during Business Model Innovation. Journal of Management Studies, 49(2): 279-305.
6. Calia, R. C., Guerrini, F. M., & Moura, G. L. 2007. Innovation Networks: From Technological Development to Business Model Reconfiguration. Technovation, 27(8): 426-432.
7. Casadesus-Masanell, R., & Ricart, J. E. 2010. From Strategy to Business Models and onto Tactics. Long Range Planning, 43(2–3): 195-215.
8. Chatterjee, S. 2013. Simple Rules for Designing Business Models. California Management Review, 55(2): 97-124.
9. Chesbrough, H. 2010. Business Model Innovation: Opportunities and Barriers. Long Range Planning, 43(2–3): 354-363.
10. Chesbrough, H. W. 2003. Open Innovation: The New Imperative for Creating and Profiting from Technology. Boston, Mass.: Harvard Business School Press.
11. Chesbrough, H. W. 2006. Open Business Models: How to Thrive in the New Innovation Landscape. Boston, Mass.: Harvard Business School Press.
12. Chesbrough, H. W. 2007. Why Companies Should Have Open Business Models. Sloan Management Review, 48(2): 22-28.
13. Chesbrough, H. W. 2011. Open Services Innovation: Rethinking Your Business to Grow and Compete in a New Era. New York: Jossey-Bass.
14. Cusumano, M. A. 2010. Staying Power: Six Enduring Principles for Managing Strategy and Innovation in an Uncertain World. New York: Oxford University Press.
15. Dahan, N. M., Doh, J. P., Oetzel, J., & Yaziji, M. 2010. Corporate-NGO Collaboration: Co-creating New Business Models for Developing Markets. Long Range Planning, 43(2–3): 326-342.
16. Gouldner, A. W. 1960. The Norm of Reciprocity: A Preliminary Statement. American Sociological Review, 25(2): 161-178.
17. Markides, C., & Sosa, L. 2013. Pioneering and First Mover Advantages: The Importance of Business Models. Long Range Planning, 46(4/5): 325-334.
18. McGrath, R. G. 2010. Business Models: A Discovery Driven Approach. Long Range Planning, 43(2–3): 247-261.
19. McNamara, P., Peck, S. I., & Sasson, A. 2013. Competing Business Models, Value Creation and Appropriation in English Football. Long Range Planning, 46(6): 475-487.
20. Sinfield, J. V., Calder, E., McConnell, B., & Colson, S. 2012. How to Identify New Business Models. Sloan Management Review, 53(2): 85-90.
21. Svejenova, S., Planellas, M., & Vives, L. 2010. An Individual Business Model in the Making: a Chef’s Quest for Creative Freedom. Long Range Planning, 43(2–3): 408-430.
22. Teece, D. J. 2010. Business Models, Business Strategy and Innovation. Long Range Planning, 43(2–3): 172-194.
23. Yin, R. K. 1994. Case Study Research: Design and Methods. Thousand Oaks, CA: Sage.
24. Zott, C., & Amit, R. 2008. The Fit between Product Market Strategy and Business Model: Implications for Firm Performance. Strategic Management Journal, 29(1): 1-26.
25. Zott, C., & Amit, R. 2010. Business Model Design: An Activity System Perspective. Long Range Planning, 43(2–3): 216-226. |
| Description: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
100932071
101 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0100932071 |
| Data Type: | thesis |
| Appears in Collections: | [經營管理碩士學程EMBA] 學位論文
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