本文選題：價值鏈 + 競爭戰(zhàn)略��； 參考：《山東大學》2007年博士論文

【摘要】： 目前，我國報業(yè)市場正處于一個體制與機制均發(fā)生劇烈變革的轉型期，報業(yè)傳統(tǒng)的壟斷經營地位已經喪失，國內外的競爭者蜂擁而至，市場競爭日趨激烈。同時，報業(yè)的生產方式和傳播模式也發(fā)生了巨大變化，即時性、互動性、虛擬性和多元化的特征日趨明顯，傳統(tǒng)受眾的忠誠度正經受著嚴峻的考驗。然而，作為報業(yè)市場主體的報業(yè)集團對環(huán)境變遷的反應并不夠敏捷，應對的競爭策略也較為單一，這就使我國報業(yè)集團面臨著較為嚴峻的生存與發(fā)展壓力。 本質上，現代報業(yè)的競爭就是價值鏈的競爭，但我國報業(yè)市場的競爭主體——報業(yè)集團還存在諸多方面的問題：對自身價值鏈缺乏應有的理解和重視，增值環(huán)節(jié)識別不清；價值鏈中的戰(zhàn)略節(jié)點不明晰，核心競爭力不突出；價值鏈較短且利用不充分，集團利潤的來源途徑單一，主要依賴經營報紙的收入；集團內部資源的配置不合理，價值鏈條運轉不順暢，存在極大的經營風險等，這些因素無疑會影響到報業(yè)集團的市場競爭力和長遠發(fā)展。另外，在報業(yè)價值鏈管理理論的研究方面，國內外的多數研究尚處于相關概念、原理等方面的定性探討階段，對報業(yè)集團價值鏈自身形成機理、特征的理解和認識尚不夠深入。因此，對報業(yè)集團價值鏈的重塑和競爭戰(zhàn)略的設計并沒有實質性指導作用。 鑒于此，本文結合經濟學、管理學和傳播學的理論知識，按照系統(tǒng)的觀點對報業(yè)集團價值鏈進行系統(tǒng)地研究和分析，并以此為基礎對報業(yè)集團競爭戰(zhàn)略設計進行系統(tǒng)的研究。 同樣是面對動蕩多變的競爭環(huán)境，與一般產業(yè)不同的是，報業(yè)經營的是信息產品，具有兩次銷售的模式，即由訂閱和零售兩種方式所進行的報紙對讀者的銷售，以及通過讀者閱讀吸引其注意力進而促其轉化為實際購買力的影響力銷售；獲取兩次銷售收入，即初次銷售的發(fā)行收入和二次銷售的廣告收入；還要面對兩個市場，即由報紙和廣告構成的有形市場和由影響力而形成的無形市場，由此決定了報業(yè)集團的價值鏈也有別于一般企業(yè)。而報業(yè)集團要獲取持續(xù)競爭優(yōu)勢，就必須同時在兩個市場上展開競爭，并培育相應的競爭能力，從而能滿足政府、讀者和廣告商的需求。 現實中，影響報業(yè)集團價值鏈構成的外生要素有宏觀政策、行業(yè)變化和社會文化等，而內生要素則包括受眾需求、盈利模式、資源結構和配置方式等，根據對上述要素的精確分析，可以將報業(yè)的價值鏈構成分為基本價值鏈、延伸價值鏈、拓展價值鏈、虛擬價值鏈和價值網絡。其中，基本價值鏈包括辦報、印務、發(fā)行和廣告四個環(huán)節(jié)，其中的核心環(huán)節(jié)是辦報：延伸價值鏈是基于基本價值鏈各戰(zhàn)略環(huán)節(jié)通過采取縱向一體化延伸形成的價值鏈條；拓展價值鏈是在基本價值鏈基礎上向報業(yè)產業(yè)之外拓展而形成的價值鏈條；虛擬價值鏈是基本價值鏈在市場空間中的延伸，是對基本價值鏈在信息領域的新發(fā)展；而價值網絡則是報業(yè)集團為創(chuàng)造資源擴展和提供產品或服務而建立的合資或聯盟合作系統(tǒng)。不同的價值鏈對于價值的生成具有不同的作用，而所有價值鏈共同作用則會形成合力，使報業(yè)集團具有更強的競爭力。 基于對價值鏈的深刻剖析和全新分類，我國報業(yè)集團的價值鏈重構可以采取兩種方式：專業(yè)化延伸式和多元化拓展式。前者是將報業(yè)集團價值鏈的關鍵核心環(huán)節(jié)“做足做大”，形成多點產出、多點支撐的價值鏈條，使目前單一競爭環(huán)節(jié)的成本得到補償和降低。該種方式又可以有兩種選擇：“噴泉式”由內向外延伸和“漩渦式”由外向內聚集�！皣娙健庇蓛认蛲庋由焓侵附柚诵男畔⒃磧�(yōu)勢、信息處理模式優(yōu)勢、運營模式優(yōu)勢打造核心內容產品，通過多種形式的媒介形式，將核心優(yōu)勢在地域空間或業(yè)務范圍上向外拓展，培養(yǎng)高忠誠度的核心客戶群體，同時為報業(yè)集團開辟新的收入渠道；“漩渦式”由外向內聚集是以核心報紙充任行業(yè)溝通平臺，以此為基礎吸引各種社會資本與資源主動匯集過來，在資源的碰撞之中不斷產生新的靈感與商機。后者是將存在互補優(yōu)勢的媒介組織與非媒介組織以戰(zhàn)略聯盟形式構筑并拉長產業(yè)鏈條。一般可借助于企業(yè)的品牌優(yōu)勢，向其他相關產業(yè)拓展，，以形成新的價值增值途徑。實踐中，報業(yè)集團可以根據本文提出的價值鏈重構模型進行重構，即以內容產品為核心，以報紙、電視、廣播、雜志、圖書、光盤等為發(fā)布渠道，以策劃、制作、印刷、發(fā)行、廣告以及相關、非相關產業(yè)開發(fā)為工業(yè)流水線，構筑商業(yè)價值運作體系。 當然，報業(yè)集團在進行價值鏈重構時，要使重構的新價值鏈運轉順暢，還必須注意在重構過程中對相應的關鍵節(jié)點進行有效管理。例如，在基本價值鏈和延伸價值鏈中，內容生產應把握信息的多次充分利用，體現其邊際成本遞減效應；印務經營保證印能的最大化，實現規(guī)模收益；發(fā)行經營實現對渠道的合理控制和網絡的綜合運用；廣告經營要創(chuàng)新廣告模式、延伸對受眾的服務手段和功能。在拓展價值鏈中，要實現規(guī)模和品牌效應，通過適當的多元化經營分散投資風險，拓展價值空間。在虛擬價值鏈中，借助基本信息增值活動和附加價值活動，實現信息在網絡空間中的充分增值。在價值網絡中，根據價值創(chuàng)造和實現的方式不同，有效集成相關主體擁有的資源，在合作中實現價值的增值。 環(huán)境的變遷引致了報業(yè)集團價值鏈的重構，而價值鏈的重構要求對企業(yè)的競爭戰(zhàn)略進行重新設計；當然，競爭戰(zhàn)略的重新設計也會影響到價值鏈的重構，為此，本文提出了價值鏈與競爭戰(zhàn)略的對接互動模型。根據該對接互動模型，盡管報業(yè)集團可以采用的競爭戰(zhàn)略很多，但在進行戰(zhàn)略選擇時必須考慮自身的價值鏈構成，并根據價值鏈的特征選擇相應的競爭戰(zhàn)略。例如，在基本價值鏈層面，報業(yè)集團可以根據自身的特點選擇一般競爭戰(zhàn)略中的某一種或幾種；在延伸價值鏈層面，可以選擇一體化競爭戰(zhàn)略；在拓展價值鏈層面，可以選擇圍繞核心力的多元化競爭戰(zhàn)略；在虛擬價值鏈層面，可以選擇外包戰(zhàn)略；而在價值網絡層面，報業(yè)集團則可以選擇互利共贏的競合戰(zhàn)略。 本文的創(chuàng)新點主要表現在如下幾個方面： 1．首次提出了報業(yè)集團價值鏈的新分類，為我國報業(yè)集團價值鏈重構奠定了理論基礎。本文運用經濟學、管理學和傳播學理論，針對報業(yè)產業(yè)的特殊性，在反思傳統(tǒng)價值鏈構成的基礎上，將報業(yè)集團的價值鏈分為五部分：一是基本價值鏈，即報紙內容生產、印刷、發(fā)行、廣告：二是延伸價值鏈，即依托報紙，實行價值聯結點的橫向與縱向的產業(yè)擴張；三是拓展價值鏈，即利用報業(yè)品牌，在非相關領域內的擴張。四是虛擬價值鏈，充分利用市場機會，實現報業(yè)集團個別環(huán)節(jié)的外包。五是價值網，與報業(yè)集團以外企業(yè)實現價值鏈的對接，充分發(fā)揮競爭合作的潛力。 2．根據報業(yè)集團價值鏈的新分類，提出了重構我國報業(yè)集團價值鏈的新模式——對稱模式。根據該模型，我國報業(yè)集團的價值鏈重構可以采取兩種方式：專業(yè)化延伸式和多元化拓展式。前者是將報業(yè)集團價值鏈的關鍵核心環(huán)節(jié)“做足做大”，形成多點產出、多點支撐的價值鏈條。后者是將存在互補優(yōu)勢的媒介組織與非媒介組織以戰(zhàn)略聯盟形式構筑并拉長產業(yè)鏈條。該模式把握了動態(tài)環(huán)境下報業(yè)產業(yè)價值鏈最根本的發(fā)展趨勢，并對這一趨勢及其決策過程的內、外生決策要素以及重構過程中對相應的關鍵節(jié)點的有效管理作出了深入分析。 3．基于價值鏈的重構模型，提出了設計我國報業(yè)集團競爭戰(zhàn)略的新模型——靶形模型。根據該模型，盡管報業(yè)集團可以采用的競爭戰(zhàn)略很多，但在進行戰(zhàn)略選擇時必須考慮自身的價值鏈構成，并根據價值鏈的特征選擇相應的競爭戰(zhàn)略，而其出發(fā)點和根本目的就是提高受眾(讀者、廣告商)價值，提高我國報業(yè)集團競爭優(yōu)勢。
[Abstract]:At present, the newspaper market in China is in the transition period of a sharp change in the system and mechanism. The monopoly position of the newspaper tradition has been lost, the competitors at home and abroad are coming and the market competition is becoming more and more intense. Meanwhile, the mode of production and the mode of communication of the newspaper industry have also undergone tremendous changes, immediacy, interaction, virtuality and more. The characteristics of the meta transformation are becoming more and more obvious, and the loyalty of the traditional audience is seriously tested. However, the response of the newspaper group as the main body of the newspaper market is not agile enough and the competitive strategy is relatively simple. This makes the newspaper group facing a more severe pressure of survival and development.
In essence, the competition of the modern newspaper industry is the competition of the value chain, but there are many problems in the newspaper group, the main body of the newspaper industry, the newspaper group has many problems: the lack of understanding and attention to its own value chain, the unclear recognition of the value-added link, the unclear strategic node in the value chain, the lack of the core competitiveness, and the short value chain. With insufficient use, the source of the group profit is single, mainly relying on the income of the newspaper, the allocation of the internal resources of the group is unreasonable, the value chain is not smooth, and there is a great business risk. These factors will undoubtedly affect the market competitiveness and long-term development of the newspaper group. In addition, the theory of the value chain management theory of the newspaper industry. In the field of research, most of the research at home and abroad is still in the stage of qualitative discussion of related concepts and principles. The understanding and understanding of the forming mechanism of the value chain of the newspaper group is not deep enough. Therefore, there is no substantive guidance to the remolding of the value chain of the newspaper group and the establishment of the competitive strategy.
In view of this, this paper, based on the theory of economics, management and communication, systematically studies and analyses the value chain of the newspaper group according to the systematic view, and makes a systematic research on the competitive strategy design of the newspaper group.
Also in the face of the volatile and volatile competition environment, different from the general industry, the newspaper business operates the information product, which has two modes of sale, namely, the sale of the newspaper to the reader by the two ways of subscription and retail, and the influence of the reader's reading to attract its attention to the actual purchasing power. Obtain two sales revenue, that is, the distribution income of the first sale and the advertising revenue of the two sales; it also faces the two markets, the tangible market formed by the newspaper and the advertisement and the invisible market formed by the influence. Thus, the value chain of the newspaper group is also different from that of a kind of enterprise. It is necessary to compete in the two markets at the same time and foster corresponding competitiveness so as to meet the needs of the government, readers and advertisers.
In reality, the external factors that affect the value chain of the newspaper group include macro policy, industry change and social culture, while the endogenous factors include audience demand, profit model, resource structure and configuration mode. According to the accurate analysis of the above elements, the value chain of newspaper industry can be divided into basic value chain, extension value chain and extension. Value chain, virtual value chain and value network. Among them, the basic value chain includes four links of running newspaper, printing, issuing and advertising. The core of which is to run the newspaper: the extension value chain is based on the value chain which is formed by the longitudinal integration of the strategic links of the basic value chain; the expansion value chain is based on the basic value chain base. The value chain is formed on the basis of the expansion of the newspaper industry; the virtual value chain is the extension of the basic value chain in the market space, the new development of the basic value chain in the information field, and the value network is a joint venture or alliance cooperation system established by the newspaper group for the creation of resources and the provision of products or services. The value chain has different effects on the generation of value, and the joint action of all value chains will form a resultant force to make newspaper groups more competitive.
Based on the profound analysis and new classification of the value chain, the value chain reconstruction of Chinese newspaper industry group can take two ways: professional extension and diversification. The former is the key core of the value chain of the newspaper group, "do a big thing", form a multi point output, and support the value chain with multiple points, so as to make the single competition link at present. The cost is compensated and reduced. The method can also have two options: "fountain type" from the inside to the outside and "whirlpool" from the outside to the inside. "Fountain type" extends from the inside to the outside. It refers to the advantage of the core information source, the information processing pattern advantage, the operation mode advantage to build the core content products, through a variety of forms of media. In the form, the core advantage is expanded in the regional space or business scope, the core customer group with high loyalty is trained and the new revenue channel is opened for the newspaper group. "Vortex type" is the core newspaper to serve as the communication platform of the industry by the core newspaper, so as to attract various social capital and resources to actively collect it. The latter is a new inspiration and business opportunity in the collision of resources. The latter is to construct and lengthen the industrial chain in the form of strategic alliance with the complementary advantages of media organization and non media organization. In general, the brand advantage of the enterprise can be extended to other related industries to form a new way of value added. In practice, the newspaper group is in practice. It can be restructured according to the value chain reconstruction model proposed in this paper, that is, with the core of content products, newspapers, TV, radio, magazines, books, CD-ROM and so on as the distribution channels, planning, making, printing, issuing, advertising and related, the development of non related industries as industrial lines, and building commercial value operation system.
Of course, when the newspaper group reconstructs the value chain, it is necessary to make the new value chain run smoothly, and we must pay attention to the effective management of the corresponding key nodes in the process of reconstructing. For example, in the basic value chain and the extended value chain, the content production should take full advantage of the multiple use of information and reflect the diminishing marginal cost effect; The maximization of the business operation guarantee printing energy, the realization of the scale income, the rational control of the channel and the comprehensive application of the network; the advertising management should innovate the advertising mode and extend the service means and functions to the audience. In expanding the value chain, the scale and brand effect should be realized, and the investment risk should be dispersed through appropriate diversification. In the virtual value chain, in the virtual value chain, with the aid of basic information value-added activities and additional value activities to realize the full appreciation of information in the network space, in the value network, according to the different ways of creating and realizing value, it effectively integrates the resources owned by the relevant subject, and realizes the value added in the cooperation.
The change of the environment leads to the reconstruction of the value chain of the newspaper group, and the reconstruction of the value chain requires the redesign of the competitive strategy of the enterprise. Of course, the redesign of the competition strategy will also affect the reconfiguration of the value chain. Therefore, this paper puts forward the mutual interaction model between the value chain and the competition strategy. The newspaper group can adopt a lot of competitive strategies, but it must consider its own value chain and select the corresponding competitive strategy according to the characteristics of the value chain. For example, in the basic value chain level, the newspaper group can choose one or several of the competitive strategies according to their own characteristics; in the extension price, the price chain can be used in the basic value chain. At the value chain level, we can choose the integrated competition strategy. In the aspect of expanding the value chain, we can choose the diversification strategy around the core force. In the virtual value chain level, we can choose the outsourcing strategy. In the value network level, the newspaper group can choose the mutually beneficial and win-win competition strategy.
The innovation of this paper is mainly manifested in the following aspects:
1. first put forward a new classification of the value chain of the newspaper group, which laid a theoretical foundation for the reconstruction of the value chain of the newspaper group in China. This paper applies the theory of economics, management and communication. In view of the particularity of the newspaper industry, the value chain of the newspaper group is divided into five parts on the basis of the reflection of the composition of the traditional value chain: the first is the basic value. Chain, that is, newspaper content production, printing, distribution, advertising: two is the extension value chain, that is, relying on newspapers, carrying out the horizontal and vertical industrial expansion of the value linking point; the three is to expand the value chain, that is, the expansion of the newspaper brand, in the non related field. Four is the virtual value chain, make full use of the market opportunity to realize the individual link of the newspaper group. Outsourcing: five is the value network, which is fully linked to the value chain of enterprises outside the newspaper group, giving full play to the potential of competition and cooperation.
2. according to the new classification of the value chain of the newspaper group, this paper puts forward a new mode of reconstruction of the value chain of the Chinese newspaper group, the symmetric model. According to this model, the value chain reconstruction of Chinese newspaper group can take two ways: the professional extension and the diversification. The former is the key link of the value chain of the newspaper industry group. This model holds the most fundamental development trend of the value chain of the newspaper industry in the dynamic environment, and exogeny in this trend and its decision-making process. In the process of decision making and reconstruction, the effective management of corresponding key nodes is deeply analyzed.
3. based on the reconfiguration model of value chain, a new model, target model, is proposed to design the competition strategy of Chinese newspaper industry group. According to this model, although the newspaper group can adopt a lot of competitive strategies, it must consider its own value chain and select the corresponding competitive strategy according to the characteristics of the value chain. And its starting point and fundamental purpose is to improve the audience (readers, advertisers) value and enhance the competitive advantage of China's newspaper group.
【學位授予單位】：山東大學
【學位級別】：博士
【學位授予年份】：2007
【分類號】：G219.2-F

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