融媒體作為：電視產業如何以資源互動形塑複合商業模式

傳統電視近幾年受視頻網站衝擊嚴重，流失了大量的年輕觀眾和廣告主，廣告商的資源被掌握在幾個主要的新興媒體上，例如YouTube、愛奇藝、抖音等。除此之外，電視台也發現本身的技術、內容及商業模式跟不上視頻網站的問題，要把傳統媒體流失的廣告、收視或利潤補回來，到目前為止仍是一個非常艱難的課題，甚至市場上出現了「電視將死」的流言。回顧過往歷史也不難發現，創新的失敗往往並非本身資源和能力的問題，而是企業往往因為守舊於過去的成功的經驗或是不習慣改變的心態，使得創新無疾而終。以目前電視台的作法來說，電視台普遍以成立新媒體部門的方式，透過粉絲團、行動載體等新媒體直接與消費者溝通，改變以往的資訊發佈模式，而藉助臉書、Line等種種觀眾使用的新媒體工具作為自己的傳播平台，例如採取網路平台+電視的「雙網聯動」模式行銷運作。但是，直接將新聞內容搬到網路上或是架設臉書經營粉絲不是不行，只是這樣的改變，是否真的為傳統媒體帶來了破壞式創新，進而為傳統媒體帶來新的商業模式，還是僅只是改善或增設一項服務而已？又傳統電視在觀眾及廣告流失的局面之下，即使電視台想力求創新，仍舊不敵新媒體在內容及傳播上的自主性及方便性。然而，本研究卻發現北京天脈聚源科技公司(以下簡稱天脈)，在傳統電視面臨創新制約之下，卻能將電視與手機兩種媒體產生「融合」。本研究欲分析在傳統封閉的媒體產業中，當傳統媒體人紛紛認為傳統媒體尋找不到新的商業模式時，卻有一群人看見電視存在的優勢與價值，為傳統電視帶來多元的內容與用戶流量，進而改變傳統媒體的商業模式，創造「融媒體」。本研究將探索以「複合」文獻為理論基礎，解讀企業如何有機結合新舊商業模式的作法。

關鍵字

知識中介；複合模式；資源流；媒體融合；電視產業

並列摘要

The topic of TV and video platform are enemies and friends have been discussed by the practice community countless times. TV has been hit hard by video platform in recent years, and a large number of young viewers and advertisers have been lost. The resources of advertisers are mastered in several major emerging media, such as YouTube and iQiyi. In addition, TV stations have found that their technology, content and business model can't keep up with the problem of video websites. It is still a very difficult task to replenish the advertisements, ratings or profits lost by traditional media. Looking back on past history, the failure of innovation is often not a question of its own resources and capabilities, but that enterprises often end up in innovation because of their successful experience in the past or the mentality of not being used to change. In the current practice of TV stations, TV stations generally use new media departments to communicate directly with audiences through new media such as fan groups and mobile carriers, changing the previous information release model, and using Facebook, Line and other audiences. This article examines how a hybrid business model is emerged from the interactive process in between with TV stations and mobile phones. Our study highlights the integration mechanism by blending incumbent business models with new ones to create particular synergies for innovation. Through a qualitative case study, we investigate a media company with leading technologies to help TV stations transform their business models. Specifically, this finding describes three patterns of integration mechanisms: (1) indirect marketing with direct selling, which explains how TV’s core revenues, the advertisement, could be transformed into native advertisement and e-commerce; (2) IP with IT package: which illustrates how TV programs’ value could be redefined and repackaged by technology; (3) online with offline experience: which synchronize the life broadcasting as virtual reality. Theoretically, this study added to hybrid business model theories and business model literature by showing the link between resource integration and hybrid business models. Practically, this paper examines how enterprises may achieve resources synergy to bring about business model innovations.