臺灣博碩士論文加值系統

隨著1990年代全球資訊網的普及，1999年《數位時代》曾撰寫評論報紙是否有可能會被電子報所取代，在歷經2008年全球金融風暴，報紙的銷售量減少，印刷廣告更是大幅下跌，甚至出現「報紙將死」的評論報導。由於新聞媒體是維持社會運作的重要資本，且維持運作，需要投入龐大的成本，因此替新聞企業找尋可行的商業模式是必要的研究。在各家報紙關門或者停止印刷時，美國最具公信力的質量報紙紐約時報公司則嘗試各種轉型策略，於2017年總營收逆勢成長7%，達16億美元。
本文以個案研究法探討紐約時報公司（以下簡稱紐時），依紐時進入數位化後的轉型聚合及經營策略將公司分為三階段：實體與數位整合期（1996-2005年）、數位與社群平台震盪期（2006-2012年），以及數位與社群平台整合期（2013-2017年），分析紐時在各階段的策略成效，進而盤點紐時擁有的資源與能力，如何與該產業的產業關鍵因素適配，又是如何維持其競爭優勢。
紐時跟進財經報紙《華爾街日報》提出付費牆為其商業模式，成為非財經新聞少數實行付費牆的報紙，分析紐時與競爭者採不同策略，對於經營績效的表現。最後針對專業新聞媒體業的廣告收入被搜尋引擎、社群平台等新新媒體分食，且使用者聚集在用戶生產內容的平台趨勢，結合紐時的競爭優勢，給予未來發展方向的建議。

With the popularization of the World Wide Web (WWW) in the 1990s, the Businesss Next published a review of whether newspapers might be replaced by e-newspapers in 1999. After the Financial crisis of 2008, the sales volume of newspapers decreased, and print advertisings decreased sharply. It was saided that “the newspaper will die.” Since the news media is an important capital for maintaining social operations, and it needs to invest a huge amount of money to maintain operations, as a result, finding a viable business model for news media is a necessary research. When the newspapers closed or stopped printing, The New York Times, the most credible quality newspaper in the United States, tried to transform by various strategies. In 2017, the total revenue of The New York Times Company (New York Times Co.) increased by 7% from 2016, reached US$1.6 billion.
This thesis aimed to provide analysis of New York Times Co.. Using the case study method and identified the strategies of the company into three phases. Based on the media convergence and business strategy after The New York Times entered the Internet age, there were divided into three period: integration of print and digital period (1996-2005), shakeout stage of digital and social platform period (2006-2012), integration of digital and social platform period (2013-2017). Then, the study analyzing the effectiveness of New York Times Co.’s strategy at each stage, and figure out its resources, capabilities and core competence to maintain its competitive advantage. And how New York Times Co. responded to the changing external business environment in different stages.
New York Times Co. followed up with the business-focused, international daily newspaper, The Wall Street Journal, to launch a metered paywall in 2011. And became a non-financial news newspaper that implements a paywall. This thesis analyzed the different strategies employed by New York Times Co. and its competitors. Then compare their business performance. Finally, the thesis would aim at that the advertising revenue of the professional news media industry is divided by new new media such as search engines and social platforms, which gather user-generated content on the platform. Then the thesis try to provide suggestion for New York Times Co. under the current situation and future trend that integration of digital and social platform with New York Times Co.’s competitive advantages, how to develop a proposal regarding sustainable growth in the future.

謝辭 I
摘要 II
ABSTRACT III
目錄 V
圖目錄 VII
表目錄 X
第一章 緒論 1
第一節 研究動機與目的 1
第二節 研究問題 3
第三節 研究方法 3
第二章 文獻回顧 5
第一節 傳統媒體、新媒體與「新新媒體」 5
第二節 商業模式與商業生態系統 6
第三節 市場結構與市場集中度 10
第四節 資源與能力分析 13
第五節 BCG矩陣 20
第六節 平台策略 22
第三章 新聞媒體產業及環境分析 25
第一節 新聞媒體產業介紹 25
第二節 全球新聞媒體產業趨勢分析 29
第三節 美國傳播媒體產業五力分析 39
第四節 競爭者分析 53
第四章 個案研究 64
第一節 個案介紹 64
第二節 資源與能力暨核心能力 78
第三節 事業體分析 92
第四節 公司經營策略分析 95
第五章 結論與建議 102
第一節 紐約時報公司三階段的策略佈局 102
第二節 管理意涵與未來建議 105
參考文獻 112
英文文獻 112
中文文獻 115

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