中国手机电视发展若干问题研究

Research on Several Problems about the Development of China’s Mobile TV

作者: 专业:文学与传媒 导师:严三九 年度:2008 学位:博士 

关键词
手机电视 新媒体 标准 产业链 商业模式 整合营销 媒介融合

Keywords
Mobile TV, New Media, Standard, Industrial Chain, Business Mode, Integrated Marketing, Media Integration
        手机电视的价值不仅是作为一种新媒介形态所带来的传播变革,更是为经营空间日益饱和的广电行业和业务增长渐趋乏力的电信产业带来了融合契机,也为国家“三网融合”战略的实施提供了历史性机遇。本文定位在实现一个问题式的理论架构,以传播学、经济学、通信技术等多学科交叉的研究视野,通过大量的实证调研,对手机电视在内容生产、商业运营、产业链建构、政策监管、人才培养等环节出现的问题进行系统梳理和分析,并在此基础上提出建设性的运作思路。文章首先分析了手机电视内容与受众需求的互动问题。手机电视的内容生产必须将受众的个性化需求与手机媒体的移动化、互动化特点结合起来考察。本章的研究建立在广泛的定量调查基础上,了解手机电视用户的市场规模、细分定位、内容偏好及收视行为特征,为手机电视的信息组织结构创新、节目内容和形态创新、服务链创新提供策略支持。在产业链的建构问题上,一方面,手机电视的内容生产、技术支持、市场营销等环节应当紧密联结,形成一个“上游开发、中游拓展、下游延伸”的纵向链条,利用产业链上下游的合力催熟市场;另一方面,面对手机电视等新媒体产业的有力竞争,传统广电媒体也应当积极地进行内外资源整合,依托政策扶持和内容资源优势,将手机电视纳入自身产业体系,通过产业价值链的横向联结争取手机电视产业的主导权,通过多元化传播渠道的建立实现自身产业增值。在商业运营问题上,本文先从宏观角度探讨了手机电视的商业模式及其阶段性发展策略。手机电视的商业模式具有赢利点增多、一次性贩售、定制式消费等特征,应当以内容传播的互动化和差异化满足受众需求,将受众的信息消费方式从原来的单向、被动转化为双向、索取。因此手机电视商业模式的核心应当是开发多元化的互动增值业务。同时,手机电视需要庞大的固定成本投资,但其边际成本会随着网络规模的扩大呈递减趋势,这就使得现阶段市场份额的占有比眼前利润更有意义,运营商可以通过较低的推广价格获得累积效应,尽快将手机电视用户规模推向快速发展所需的临界值。本文随后从微观角度探讨手机电视如何在行业规则的引领下,制定具体可行的市场营销策略。手机电视在分众渗透性、目标对象的锁定能力、互动性和广告效果的量化统计等方面,都具有区别于传统媒体乃至互联网的独特优势,与新媒介生态下“整合互动”的营销诉求不谋而合。先进的关系数据库营销方式,使得细化目标群的设定更有利于为消费者提供个性化信息,真正将受众范围缩小至“个众”,营销效率大为提升。在监管方面,电信与广电分治导致的主导权之争成为阻碍手机电视发展的体制壁垒。本文认为,逐渐由高效协同的多核心监管机制向单一核心监管体制过渡,是符合我国现实国情和手机电视等融合类产业特点的阶段性发展模式,也是实现国家“三网融合”战略的一条可行之路。定量调查表明,人才需求与培养的错位成为制约手机电视等新媒体企业核心竞争力的重要因素。应当整合高校相关专业教学体系,构建跨越新闻传播、计算机、电子通讯、市场营销、企业管理等多学科领域的开放式教学平台,培养该类产业发展亟需的复合型人才,并强调人才的创新能力、新技术的研究和应用能力、新媒体产业的分析和运作能力。本论文的创新点主要集中在以下方面:1、首次从不同的角度和层面分析我国手机电视发展所面临的现实问题,并将其置入到产业融合的系统框架内进行经验总结和理论阐释,为手机电视乃至整个新媒体产业的发展提供对策支持。2、将定量分析与定性分析相结合,对手机电视运营主体、受众市场和人才需求进行动态跟踪调研,探索该产业的发展规律,提出了手机电视的阶段化运营模式和具体营销策略。3、针对新媒介生态下受众的“碎化”与手机电视发展所需的规模化内容生产之间的矛盾,提出通过数据库营销手段,以及细致的受众调查,将用户需求以量化的方式“聚合”起来,进行节目的创新组合和类型化制作。4、提出手机电视产业链的构建设想,强调新旧媒体的横向价值联结在理顺产业关系、降低生产成本和规避投资风险中的重要作用。5、首次对手机电视等新媒体人才的需求与培养状况进行广泛调研,提出了新媒体人才的培养模式。
    The value of Mobile TV not only lies in the transforms of communication brought by this new media but also brings about opportunity of convergence between the Radio & TV industry which is gradually saturated in business and the Telecommunications industry which is gradually tending to be slow in growth, meanwhile provides historical opportunity for the implementation of Tri-network Convergence in China. This paper is oriented to build a question-styled theoretic structure, to define and analyze the problems aroused from content producing, business operating, industrial chain constructing, policy supervision, talent training and other links by lots of quantitative survey in interdisciplinary discussion and research, such as Communication, Economics, Telecommunication and so on and put forward a constructive ideal and train of thought of operation.At first the author’s analysis shows interaction problems between content production of Mobile TV and demands of audience. The content production of Mobile TV must meet increasing demands of individual users and connect with movability and interactivity of Mobile Media. The research of this paper based on lots of quantitative survey, estimates the market scale, segment and orientation of the Mobile TV end users, analyze the preference for TV program categories and behavior characteristics in programs choosing, provide tactics and measures in the innovation of information structure, program production and service chain.In constructing of industrial chain, on one hand, the content production, technology support, marketing and other links must interact with each other, form a vertical chain of "the upper develop, the middle extend, the lower stretch", make use of the composite power of the upper and the lower to mature the market; on the other hand, in the face of the fierce competition against the new media such as Mobile TV, the traditional Radio & TV industry should redistribute the inside and outside resources, rely on policy support and resources predominance, bring Mobile TV into its own industrial system, hold the dominant position on the market through horizontal integration of the industrial value chain, and realize its own business increment through building up mulriple media channels.This paper probes into business mode and each stage development strategy from a macro perspective on business operation of Mobile TV. The business mode possesses some distinctions, such as profit point increasing, vending one-off, consumption tailor-made and so on. Mobile TV should meet demands of audience by way of transmitting content interactively and diversely and take a more active part in consumption manner of audience. The core of Mobile TV business mode lies in developing more and more interactive increment business. At the same time, Mobile TV goes to pay heavy fixed costs, but its marginal cost becomes lower as the Internet expands rapidly both in scale and in the scope of its applications. It is more significant for operator to seize market share than to grab present profit. In order to acquire cumulative effect, the operator could cut down the price and make promotion, push the scale of the end users near threshold value of rapid growth.Subsequently the paper probes into the topic on how to make concrete marketing tactics under industrial regulations from a micro perspective. Mobile TV takes special advantages over traditional media as well as the Internet in focus penetrability, target objectives fixity, interactivity, quantity statistics of ads effect, etc. and meet the needs "integral interactivity" of the new media ecosystem. The advanced marketing mode of relational database makes more convenient to provide the consumer with individual information, minimize the scope of audience to individual virtually and promote marketing efficiency.In the aspects of supervision, the separation of the Telecommunications industry and the Radio & TV industry results in fighting for a leading role in the market. This becomes bulwark against the development of Mobile TV. The paper shows that efficient cooperation supervisory system should be transferred to a system of monopolistic supervision. This trend conform to our nation’s present situation and periodical development mode of convergent industry, such as Mobile TV, and is more likely to make true the strategy of Tri-network Convergence.Quantitative Survey shows that demands of talents and lack of trainings become the restraining factor against the development of the core competitiveness of new media companies. We should make better use of relevant teaching systems in the universities, make up an open teaching platform for interdisciplinary field, such as Journalism, Communication, Telecommunication, Marketing, Management and so on, train more desiderated compound talents for the industry and focus on the creativity of talents, research and application of new developed technology, analysis and operation of new media industry.The innovations of this paper are as follows:1. This paper analyzes realistic problems of China’s Mobile TV from different perspectives for the first time, summarizes and explains these problems under a systemic frame of industrial convergence, provides developing Countermeasures for Mobile TV and even entire new media industry.2. This paper integrates qualitative analysis and quantitative analysis, probes the development law of Mobile TV industry through dynamic tracking survey in operation main body, audience market and talent demands, puts forward staged business mode and concrete marketing tactics.3. According to the contradiction between audience’s fragmentation induced from new-media ecology and scale program-production required in the development of Mobile TV, this paper suggests polymerizing end users’ demands through database marketing and audience survey mode, and innovating in program arrangement and genre creation.4. This paper proposes some ideas for industrial chain of Mobile TV, emphasizes that the horizontal value integration between new media and traditional media play an important role in straightening out industrial relationships, reducing production cost and avoiding investment risks.5. This paper made lots of quantitative survey on demands and trainings of talents required in Mobile TV and other new media companies for the first time, then put forward the training mode of new media talents.
        

中国手机电视发展若干问题研究

论文摘要6-8
ABSTRACT8-9
导论14-41
    一、研究问题的提出15-18
    二、研究文献综述18-32
    三、论文结构说明32-35
    四、研究方法35-41
第一章 手机电视产业发展情况分析41-78
    第一节 手机电视的技术实现方式分析41-49
        一、基于蜂窝移动网络的方式42-43
        二、基于地面数字广播的方式43-47
        三、基于卫星广播的方式47-49
    第二节 国外手机电视运营情况分析49-58
        一、日本的手机电视运营情况49-51
        二、韩国的手机电视运营情况51-54
        三、美国的手机电视运营情况54-56
        四、欧洲各国的手机电视运营情况56-58
    第三节 我国手机电视发展面临的现实问题58-78
        一、我国手机电视发展的背景分析58-66
        二、我国手机电视发展的两大阶段66-69
        三、我国手机电视发展面临的现实问题69-78
第二章 手机电视内容与受众需求的互动问题分析78-122
    第一节 发现"下一代"受众——手机电视经营的核心79-93
        一、"碎化"与"重聚":"下一代"受众的特征分析81-84
        二、"下一代"受众的态度、行为与需求分析84-93
    第二节 手机电视内容生产体系的建立93-108
        一、手机电视内容体系的整体建设思路93
        二、手机电视平台的组织结构创新93-99
        三、手机电视节目的形式创新99-101
        四、手机电视节目的内容创新101-104
        五、手机电视节目的编排原则104-106
        六、手机电视节目版权管理系统的建立106-108
    第三节 手机电视节目的类型化生产108-122
        一、新闻类节目的生产分析109-111
        二、资讯类节目的生产分析111-112
        三、娱乐类节目的生产分析112-115
        四、体育类节目的生产分析115-122
第三章 手机电视产业链的建构问题分析122-165
    第一节 产业链建构的理论基础123-126
        一、价值链(Value Chain)理论123-124
        二、供应链(Supply Chain)理论124-125
        三、产业链(Industrial Chain)理论125-126
    第二节 基于供应链的手机电视产业链建构模式分析126-148
        一、手机电视产业链要素分析127-131
        二、我国手机电视的产业结构分析131-137
        三、手机电视产业链建构模式分析137-140
        四、手机电视产业链的组织建构原则140-144
        五、手机电视产业链建构中的价值整合144-148
    第三节 媒介融合背景下电视传媒企业与手机电视产业价值链的整合分析148-165
        一、媒介融合与手机电视产业链研究148-150
        二、电视传媒企业价值链整合系统分析150-155
        三、基于电视传媒企业内部的手机电视价值链整合155-162
        四、手机电视产业价值链的对外资源整合162-165
第四章 手机电视的商业运营模式问题分析165-193
    第一节 手机电视商业运营的经济学基础167-170
        一、手机电视商业运营的边际收益递增规律167-168
        二、手机电视商业运营的正反馈效应168-170
    第二节 手机电视商业运营模式的特征分析170-176
        一、商业模式中的赢利点增多170-172
        二、内容产品的一次性销售172-173
        三、定制化的信息消费173-174
        四、合作共赢的分账模式174-176
    第三节 手机电视多元化的商业运营模式分析176-183
        一、用户付费业务模式176-178
        二、免费广播业务模式178-179
        三、互动业务赢利模式179-183
    第四节 手机电视商业模式的阶段化运营策略183-193
        一、市场导入期的运营策略184-190
        二、快速成长期的运营策略190-191
        三、发展成熟期的运营策略191-193
第五章 手机电视的市场营销策略问题分析193-232
    第一节 以用户体验为核心的病毒式推广策略194-204
        一、注重用户体验是手机电视推广的关键因素194-196
        二、体验的目标在于消费者身份的转变196-198
        三、手机媒体的传播特性使病毒式营销成为可能198
        四、手机电视病毒式营销策略分析198-204
    第二节 以"一对一"关系为核心的数据库营销策略204-213
        一、市场营销理论逐渐转向"精细化"的关系营销204-205
        二、手机电视数据库营销策略的提出205-207
        三、手机电视数据库营销的运作原则207-208
        四、手机电视数据库营销的运作策略208-213
    第三节 以多媒体融合互动为核心的整合营销策略213-217
        一、媒介融合生态下广告主诉求的转变213-214
        二、手机电视整合互动营销策略的实施214-217
    第四节 手机电视广告的运作模式创新217-232
        一、手机电视广告的投放优势:数据库支持下的分众、互动与量化统计218-219
        二、手机电视广告的运作模式创新219-229
        三、手机电视广告的效果计费与第三方监测229-232
第六章 手机电视的监管体制问题分析232-249
    第一节 手机电视发展遭遇管理壁垒232-235
        一、多重管理体制带来的权力分散、监管乏力232-233
        二、相关法规及政策效力低下、协调性差233-235
    第二节 国外融合类信息产业管理体制分析235-242
        一、美、英、日等国的融合类信息产业管理体制分析236-241
        二、国外融合类信息产业管理体制带来的启示241-242
    第三节 我国手机电视监管体制的对策分析242-249
        一、监管内容的分离243-246
        二、高效协同的多核心监管机制的建立246-247
        三、单一核心监管体制的形成247-249
第七章 手机电视等新媒体专业人才的需求与培养问题分析249-275
    第一节 手机电视专业人才的需求状况调查250-261
        一、调查说明250-251
        二、主要数据分析251-260
        三、本次调查的主要结论260-261
    第二节 手机电视等新媒体专业人才的培养状况调查261-271
        一、调查说明261-262
        二、主要数据分析262-270
        三、本次调查的主要结论270-271
    第三节 手机电视等新媒体专业人才的培养策略271-275
        一、整合教学体系,构建综合性教学平台271-272
        二、注重人才创新能力培养272
        三、注重新技术的研究和应用272-273
        四、注重新媒体的产业化研究273
        五、校企联合培养新媒体专业人才273-274
        六、完善人力资源管理体系,健全人才激励机制274-275
结论与建议275-284
    一、研究结论275-281
    二、研究限制与未来研究方向建议281-283
    三、结语283-284
附录284-325
    附录一 手机电视行业相关法规及通知284-292
    附录二 对东方龙移动信息有限公司员工访谈内容摘要292-294
    附录三 数字电视专业人才需求调查数据分析294-301
    附录四 网络视听专业人才需求调查数据分析301-308
    附录五 IPTV专业人才需求调查数据分析308-315
    附录六 手机电视受众需求情况调查问卷315-316
    附录七 手机电视专业人才需求与培养情况调查问卷316-325
参考文献325-332
后记332-333


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