三网融合下的电视娱乐业商业模式创新研究
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摘要
电视娱乐业是电视业与娱乐业的结合体,是以创意、生产、经营、播放电视娱乐节目(信息)或提供电视娱乐节目服务为主的企事业组织及其在市场上的相互关系的集合。随着我国电视业改革的深入,电视新闻、娱乐分营管理制度的实行,电视娱乐业越来越成为电视传媒业中最为贴近市场,变革最为剧烈的核心业务。在三网融合的新时代,电视娱乐业越来越需要通过商业模式的创新,实现可持续发展。
本研究选择电视娱乐业这一当前创新最为活跃、影响范围最广商业运作最深的电视业务为研究对象,从其商业属性的研究入手,把握电视娱乐业从产业价值链向价值网演变的趋势,以价值网为视角,深入分析电视娱乐业商业模式创新机理,重构了电视娱乐业商业模式体系模型,提出了电视娱乐业商业模式创新演进路径理论模型,揭示了电视娱乐业商业模式创新方式与绩效关系。在本研究过程中,本文运用了传媒理论与经济学、管理学理论相结合的跨学科研究范式,定性与定量研究相结合,得到了以下主要研究结论：
(1)三网融合激发电视娱乐业商业模式创新。通过技术改造,现有电信网、广播电视网,计算机网三大网络打破产业边界,网络互联互通、资源共享,业务、市场、行业和服务方面相互渗透,能为用户提供语音、数据和广播电视等多种服务。三网在技术上和业务上的融合,为电视娱乐业商业模式创新提供了技术上的支撑、催化了受众新的需求、引领市场的扩展、诱发系列制度变革,引发电视娱乐业由封闭的产业链向开放灵活的价值网演变,激发了电视娱乐业商业模式创新,呈现出产业融合、产业关联增强、价值转移的新趋势。
(2)三网融合下电视娱乐业商业模式创新机理反映的是电视传媒企业构建价值网实现价值创造的创新逻辑,即“环境变化激发新需求产生新的市场机会(外部条件)——资源能力整合(内在基础)—价值网构建(核心内容)——合作博弈(动力机制)——增值多赢(功能效应)——满足顾客新需求(目标实现)”的过程。资源能力整合是价值网商业模式创新的前提基础；利益驱动是节点企业加入价值网创造增值价值的重要动力机制；从企业视角看,电视娱乐业商业模式创新具有增值效应、规模效应、协同效应、范围经济四大效应；从产业视角看,具有集群效应、产业融合效应；从社会文化视角看,具有传播的乘数效应、娱乐的泛产业化效应、模式的示范效应。
(3)电视娱乐业商业模式体系是以价值创造为主线,由“界面—单元—要素”组合而成的整体。电视娱乐业商业模式所追求实现的价值是多重性的,其界面包括受众价值、伙伴价值和传媒企业价值。其构成单元包括价值定位、价值获取、价值网络、价值维护。要素是单元的构成基础组件,电视娱乐业商业模式的构成要素包括价值主张、受众选择、价值形态、收入来源、成本管理、业务范围、角色分配、联结规则、品牌塑造、受众锁定、创新设计和伙伴关系等。根据价值网的类型,可以将电视娱乐业商业模式创新分为集中型价值网商业模式创新、分层型价值网商业模式创新和无中心型价值网商业模式创新三种。根据电视娱乐业商业模式体系结构模型,进一步提出了电视娱乐业商业模式的四种创新方式,即价值定位创新、价值获取创新、价值网络创新、价值维护创新。
(4)揭示了电视娱乐业商业模式创新方式与绩效的关系。实证研究表明：电视娱乐业商业模式创新包括价值定位创新、价值获取创新、价值网络创新、价值维护创新。在提升观众收视率方面,价值维护创新、价值定位创新以及价值网络创新的作用明显,而价值获取创新却对提高收视率无明显作用。在增加增值收入方面,价值维护创新的效果依然明显,价值网络创新在提升增值收入方面的作用较提升观众收视率上更为突出,价值获取创新对增加增值收入的作用明显,而价值定位创新的作用不明显。
(5)构建了电视娱乐业商业模式创新演进路径理论模型。通过对湖南广电个案的跟踪研究,对不同阶段中国电视娱乐业商业模式创新面临的制度环境、瓶颈问题和创新策略进行了具体分析,并揭示了中国电视娱乐业商业模式创新与自身核心能力、制度环境之间存在共演的关系。研究表明,从无线电视时代到有线电视时代,再到当前的三网融合的数字电视时代,电视娱乐业价值链从封闭走向开放,逐渐跨界融合,呈现出开放的价值网形态,推动电视娱乐业商业模式创新由单纯增加广告收入的单要素创新(价值获取创新)转向基于内容品牌和受众体验的多要素创新,再到当前以重构价值网为核心的全要素组合式创新。
本文主要创新之处在于：
(1)紧扣当前三网融合的时代背景,将电视娱乐业商业模式从相对封闭的产业价值链研究导向开放的价值网研究,拓展了研究视角。
(2)构建了基于价值网的电视娱乐业商业模式体系模型,根据价值网类型概括出商业模式创新的三种类型,并据此提出了四种创新方式。
(3)开发出中国背景下经检验的电视娱乐业商业模式创新方式的测量工具,弥补了定性分析研究的不足。
(4)突破电视娱乐业商业模式静态研究的传统思维,将研究置于动态环境中,揭示出电视娱乐业商业模式创新路径的演进规律。
The TV-entertainment industry is the combination of TV industry and entertainment industry. It is also an integration of the enterprises providing originality, production, management, broadcasting of television entertainment programs (information), the TV-entertainment service and their mutual relationship in the market. With the further reform of our TV industry, TV-news and TV-entertainment are operated separately. The TV-entertainment industry gradually becomes the core business which is changing dramatically and gets closer to the market in the TV industry. Times of Chinese three networks convergence has come. TV-entertainment industry must keep sustainable development by incessantly innovating business model.
This paper takes TV-entertainment as the research object and focuses on the innovation of TV-entertainment business model from the perspective of value net. This paper firstly analyzes the impacts of three networks convergence on the innovation of TV-entertainment business model. Then the innovation mechanism of TV-entertainment business model is explored. After that, the constitution system of TV-entertainment business model is reconstructed in the view of value net and the innovation path of TV-entertainment business model is described. Finally, the paper reveals the relationship between innovation ways of TV-entertainment business model and performance. In the process of research, the combination of mass media theory, economic theory and management theory are employed. With qualitative appraisal and quantitative analysis, the main conclusions of the paper are as follows:
1. The impacts of three networks convergence on innovation of TV-entertainment business model are discussed. By technical innovation, three network including the telecom network, broadcast networks and computer nets break industry boundary and merge together. It brings three networks convergence and resources sharing, realizing the interinfiltration of business, market, industry and service, and is able to provide users with voice, data, radio and TV-services. Three networks convergence also provides technical support for the innovation of TV entertainment business model, and triggers the new demands of customers, and leads the expansion of the market and competition, and evokes series system change. It turns the closed value chain of TV-entertainment into the opened value net, which motivates the innovation of TV-entertainment business model. Thus, the TV-entertainment industry is facing to tendency of Industrial convergence, the industrial connection enhancement and value transferring.
2. The innovation mechanisms of TV-entertainment business model is revealed, namely "the customer demand producing market opportunity (premise condition)-the ability to integrate the resources (basic)-the cooperative game theory (dynamic mechanism)-win-win cooperation (functional effects)-meeting customer demand (target)". The ability to integrate the resources is the premise condition of the innovation of TV-entertainment business model. Interest driving is the important dynamic mechanism of node enterprises accessing value net and creating added value. From the enterprise perspective, the innovation of TV-entertainment business model creates some effects, including the value added effect, scale effect, the coordination effect and scope economy effect. From industry perspective, it also creates some effects, including the cluster effect and industry convergence effect. From the social and cultural perspective, it brings some effects, including spreading multiplier effect, entertainment generic industrialization effect and model demonstration effect.
3. The constitution system of TV-entertainment business model is reconstructed. According to the systematic theory, the paper suggests that the constitution system of the TV-entertainment business model consists of "surface-unit-element". The TV-entertainment business model pursues multiple values. The surfaces of TV-entertainment business model include audiences, partner and media. The units of TV-entertainment business model have value proposition, value capture, value network, and value maintenance. The elements are the structural components of the unit. The elements of TV-entertainment business model include value proposition, audience choice, form of value, source of income, cost management, scope of business, role definition, coupling rules, building brand image and audience lock, innovative design and partnership. According to the types of value network, the innovation of TV-entertainment business model can be divided into three types:the intensive value net, the hierarchical value net and acentric value net of business model.
4. The relationship between the elements innovation ways of TV-entertainment business model and the performance is revealed. The empirical research shows that the elements innovation ways of TV-entertainment business model include value positioning innovation, value capturing innovation, value network innovation, and value maintenance innovation. On the improving audience ratings side, value maintenance innovation, value positioning innovation and value network innovation have significant effects on audience ratings except value capturing innovation. On the increasing value-added income side, value maintenance innovation, value capturing innovation and value network innovation have significant effects on value-added income except value positioning innovation.
5. The innovation path of TV-entertainment business model is described. Based on analyzing Hunan GBS case, the study results show that the close industry value chain TV-entertainment gradually turns into the open value nets cross-border fusing from the wireless TV era to cable TV era and then to the current digital TV era, which promotes trend of the TV-entertainment business model innovation from single elements to multiple elements innovation, then to all elements combination innovation.
The main originality of the study lies in as follows:
1. In the context of three networks convergence, from the value network perspective, this paper constructs the analysis framework of the TV-entertainment business model innovation according to the tendency of the TV-entertainment industry value actives turning close value chain into the open value net. The study will make up and riche the field of this research, and also expand the research angle.
2. The paper reconstructes the constitution system of TV-entertainment business model from the value network perspective, and puts forward four types of innovative Ways.
3. The paper develops a measurement tools for innovation of TV-entertainment business model under the background of China. The empirical results tests and corrects the theoretical model, which makes up the shortcomings of the qualitative analysis.
4. The study breaks through the traditional static analysis framework of business model and puts it in the dynamic environment. The study mainly explores the innovation mechanism, the system reconstruction, the innovative ways and paths of TV-entertainment business model.
本研究选择电视娱乐业这一当前创新最为活跃、影响范围最广商业运作最深的电视业务为研究对象,从其商业属性的研究入手,把握电视娱乐业从产业价值链向价值网演变的趋势,以价值网为视角,深入分析电视娱乐业商业模式创新机理,重构了电视娱乐业商业模式体系模型,提出了电视娱乐业商业模式创新演进路径理论模型,揭示了电视娱乐业商业模式创新方式与绩效关系。在本研究过程中,本文运用了传媒理论与经济学、管理学理论相结合的跨学科研究范式,定性与定量研究相结合,得到了以下主要研究结论：
(1)三网融合激发电视娱乐业商业模式创新。通过技术改造,现有电信网、广播电视网,计算机网三大网络打破产业边界,网络互联互通、资源共享,业务、市场、行业和服务方面相互渗透,能为用户提供语音、数据和广播电视等多种服务。三网在技术上和业务上的融合,为电视娱乐业商业模式创新提供了技术上的支撑、催化了受众新的需求、引领市场的扩展、诱发系列制度变革,引发电视娱乐业由封闭的产业链向开放灵活的价值网演变,激发了电视娱乐业商业模式创新,呈现出产业融合、产业关联增强、价值转移的新趋势。
(2)三网融合下电视娱乐业商业模式创新机理反映的是电视传媒企业构建价值网实现价值创造的创新逻辑,即“环境变化激发新需求产生新的市场机会(外部条件)——资源能力整合(内在基础)—价值网构建(核心内容)——合作博弈(动力机制)——增值多赢(功能效应)——满足顾客新需求(目标实现)”的过程。资源能力整合是价值网商业模式创新的前提基础；利益驱动是节点企业加入价值网创造增值价值的重要动力机制；从企业视角看,电视娱乐业商业模式创新具有增值效应、规模效应、协同效应、范围经济四大效应；从产业视角看,具有集群效应、产业融合效应；从社会文化视角看,具有传播的乘数效应、娱乐的泛产业化效应、模式的示范效应。
(3)电视娱乐业商业模式体系是以价值创造为主线,由“界面—单元—要素”组合而成的整体。电视娱乐业商业模式所追求实现的价值是多重性的,其界面包括受众价值、伙伴价值和传媒企业价值。其构成单元包括价值定位、价值获取、价值网络、价值维护。要素是单元的构成基础组件,电视娱乐业商业模式的构成要素包括价值主张、受众选择、价值形态、收入来源、成本管理、业务范围、角色分配、联结规则、品牌塑造、受众锁定、创新设计和伙伴关系等。根据价值网的类型,可以将电视娱乐业商业模式创新分为集中型价值网商业模式创新、分层型价值网商业模式创新和无中心型价值网商业模式创新三种。根据电视娱乐业商业模式体系结构模型,进一步提出了电视娱乐业商业模式的四种创新方式,即价值定位创新、价值获取创新、价值网络创新、价值维护创新。
(4)揭示了电视娱乐业商业模式创新方式与绩效的关系。实证研究表明：电视娱乐业商业模式创新包括价值定位创新、价值获取创新、价值网络创新、价值维护创新。在提升观众收视率方面,价值维护创新、价值定位创新以及价值网络创新的作用明显,而价值获取创新却对提高收视率无明显作用。在增加增值收入方面,价值维护创新的效果依然明显,价值网络创新在提升增值收入方面的作用较提升观众收视率上更为突出,价值获取创新对增加增值收入的作用明显,而价值定位创新的作用不明显。
(5)构建了电视娱乐业商业模式创新演进路径理论模型。通过对湖南广电个案的跟踪研究,对不同阶段中国电视娱乐业商业模式创新面临的制度环境、瓶颈问题和创新策略进行了具体分析,并揭示了中国电视娱乐业商业模式创新与自身核心能力、制度环境之间存在共演的关系。研究表明,从无线电视时代到有线电视时代,再到当前的三网融合的数字电视时代,电视娱乐业价值链从封闭走向开放,逐渐跨界融合,呈现出开放的价值网形态,推动电视娱乐业商业模式创新由单纯增加广告收入的单要素创新(价值获取创新)转向基于内容品牌和受众体验的多要素创新,再到当前以重构价值网为核心的全要素组合式创新。
本文主要创新之处在于：
(1)紧扣当前三网融合的时代背景,将电视娱乐业商业模式从相对封闭的产业价值链研究导向开放的价值网研究,拓展了研究视角。
(2)构建了基于价值网的电视娱乐业商业模式体系模型,根据价值网类型概括出商业模式创新的三种类型,并据此提出了四种创新方式。
(3)开发出中国背景下经检验的电视娱乐业商业模式创新方式的测量工具,弥补了定性分析研究的不足。
(4)突破电视娱乐业商业模式静态研究的传统思维,将研究置于动态环境中,揭示出电视娱乐业商业模式创新路径的演进规律。
The TV-entertainment industry is the combination of TV industry and entertainment industry. It is also an integration of the enterprises providing originality, production, management, broadcasting of television entertainment programs (information), the TV-entertainment service and their mutual relationship in the market. With the further reform of our TV industry, TV-news and TV-entertainment are operated separately. The TV-entertainment industry gradually becomes the core business which is changing dramatically and gets closer to the market in the TV industry. Times of Chinese three networks convergence has come. TV-entertainment industry must keep sustainable development by incessantly innovating business model.
This paper takes TV-entertainment as the research object and focuses on the innovation of TV-entertainment business model from the perspective of value net. This paper firstly analyzes the impacts of three networks convergence on the innovation of TV-entertainment business model. Then the innovation mechanism of TV-entertainment business model is explored. After that, the constitution system of TV-entertainment business model is reconstructed in the view of value net and the innovation path of TV-entertainment business model is described. Finally, the paper reveals the relationship between innovation ways of TV-entertainment business model and performance. In the process of research, the combination of mass media theory, economic theory and management theory are employed. With qualitative appraisal and quantitative analysis, the main conclusions of the paper are as follows:
1. The impacts of three networks convergence on innovation of TV-entertainment business model are discussed. By technical innovation, three network including the telecom network, broadcast networks and computer nets break industry boundary and merge together. It brings three networks convergence and resources sharing, realizing the interinfiltration of business, market, industry and service, and is able to provide users with voice, data, radio and TV-services. Three networks convergence also provides technical support for the innovation of TV entertainment business model, and triggers the new demands of customers, and leads the expansion of the market and competition, and evokes series system change. It turns the closed value chain of TV-entertainment into the opened value net, which motivates the innovation of TV-entertainment business model. Thus, the TV-entertainment industry is facing to tendency of Industrial convergence, the industrial connection enhancement and value transferring.
2. The innovation mechanisms of TV-entertainment business model is revealed, namely "the customer demand producing market opportunity (premise condition)-the ability to integrate the resources (basic)-the cooperative game theory (dynamic mechanism)-win-win cooperation (functional effects)-meeting customer demand (target)". The ability to integrate the resources is the premise condition of the innovation of TV-entertainment business model. Interest driving is the important dynamic mechanism of node enterprises accessing value net and creating added value. From the enterprise perspective, the innovation of TV-entertainment business model creates some effects, including the value added effect, scale effect, the coordination effect and scope economy effect. From industry perspective, it also creates some effects, including the cluster effect and industry convergence effect. From the social and cultural perspective, it brings some effects, including spreading multiplier effect, entertainment generic industrialization effect and model demonstration effect.
3. The constitution system of TV-entertainment business model is reconstructed. According to the systematic theory, the paper suggests that the constitution system of the TV-entertainment business model consists of "surface-unit-element". The TV-entertainment business model pursues multiple values. The surfaces of TV-entertainment business model include audiences, partner and media. The units of TV-entertainment business model have value proposition, value capture, value network, and value maintenance. The elements are the structural components of the unit. The elements of TV-entertainment business model include value proposition, audience choice, form of value, source of income, cost management, scope of business, role definition, coupling rules, building brand image and audience lock, innovative design and partnership. According to the types of value network, the innovation of TV-entertainment business model can be divided into three types:the intensive value net, the hierarchical value net and acentric value net of business model.
4. The relationship between the elements innovation ways of TV-entertainment business model and the performance is revealed. The empirical research shows that the elements innovation ways of TV-entertainment business model include value positioning innovation, value capturing innovation, value network innovation, and value maintenance innovation. On the improving audience ratings side, value maintenance innovation, value positioning innovation and value network innovation have significant effects on audience ratings except value capturing innovation. On the increasing value-added income side, value maintenance innovation, value capturing innovation and value network innovation have significant effects on value-added income except value positioning innovation.
5. The innovation path of TV-entertainment business model is described. Based on analyzing Hunan GBS case, the study results show that the close industry value chain TV-entertainment gradually turns into the open value nets cross-border fusing from the wireless TV era to cable TV era and then to the current digital TV era, which promotes trend of the TV-entertainment business model innovation from single elements to multiple elements innovation, then to all elements combination innovation.
The main originality of the study lies in as follows:
1. In the context of three networks convergence, from the value network perspective, this paper constructs the analysis framework of the TV-entertainment business model innovation according to the tendency of the TV-entertainment industry value actives turning close value chain into the open value net. The study will make up and riche the field of this research, and also expand the research angle.
2. The paper reconstructes the constitution system of TV-entertainment business model from the value network perspective, and puts forward four types of innovative Ways.
3. The paper develops a measurement tools for innovation of TV-entertainment business model under the background of China. The empirical results tests and corrects the theoretical model, which makes up the shortcomings of the qualitative analysis.
4. The study breaks through the traditional static analysis framework of business model and puts it in the dynamic environment. The study mainly explores the innovation mechanism, the system reconstruction, the innovative ways and paths of TV-entertainment business model.
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