山东电视台齐鲁频道的经营策略研究
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摘要
有人说中国的媒体仿佛进入了战国时代,传统媒体烽火连天,新媒体硝烟四起。作为省级电视台地面频道,不仅面临着上星频道、市级频道的双重夹击,还面临着新媒体的冲击。在如此激烈的竞争面前,怎样走出一条有特色的媒介经营之路,成为众多省级电视台地面频道深感困惑的问题。山东电视台齐鲁频道在媒介经营实践中,逆向思维,走差异化经营之路,依靠在内容生产、节目创新、广告经营、内部管理等方面体现出来的综合实力,不但在激烈的市场竞争中站稳了脚跟,而且成为中国电视业一支不可小觑的力量。2008年齐鲁经验更是作为中国电视成功的典范,走进了世界第一新闻学府——著名记者埃德加·斯诺的母校——美国密苏里大学新闻学院。
山东电视台齐鲁频道的经营虽然有诸多成功之处,但就经营而言,还存在着种种不足和缺陷。本文根据山东电视台齐鲁频道经营的实际状况,具体分析齐鲁台的市场竞争状况、经营现状、具有借鉴意义的经营策略,梳理齐鲁台经营中存在的基本问题,探讨齐鲁台的发展对策,这对尚处于发展壮大中的齐鲁台而言,具有一定的理论意义和现实意义。
本文采用定量研究和定性研究相结合、理论研究与实证研究相结合的方法,搜集大量第一手资料,以理论与数据为基础,综合运用多学科的知识,对齐鲁台的总体状况进行了探究。同时着重对齐鲁台的经营现状进行了分析,总结概括出了齐鲁台经营中存在的问题：盈利模式单一、产业链不完善、人才短板、部分节目内容同质化、节目制作较为粗糙、品牌塑造有待完善等等,这些问题成为制约山东电视台齐鲁频道发展的瓶颈。本文最后,在对齐鲁台现状和问题分析的基础上,从建立完善的可持续盈利的产业链、引进培养专业人才、提升节目制作水平、网络借力、强化品牌延伸等方面提出了发展对策。希望这些问题的分析和探讨,能为山东电视台齐鲁频道的实际经营运作提供可资借鉴的具体操作思路。
Some people said that China's media have entered into a Warring States Period, the traditional media flames of war, the new media gun smoke rises from all directions. As the TV at the provincial level, is not only facing with the satellite channel, the municipal channel, but also facing the impact of new media. In the face of so keen competition, how the media go out of the way of a feature becomes a embarrassing question for the numerous TV at the provincial level. In the media business practice, QiLu TV reverse thinking, takes the difference way of business, relies on comprehensive strength which in many aspects such as content production, program innovation, advertisement management, internal management, not only came to a stop the heel in the fierce market competition but also becomes an underestimated power of television in Chinese video land. In 2008 QiLu experience as a successful example of Chinese television, entered into the world first news school, famous Reporter Edgar Snow's alma mater, US University of Missouri News Institute.
Although the management of QiLu TV has many successes, but the business is concerned, there are still many deficiencies and shortcomings. This article according to the actual management state of QiLu TV, detailed analysis of market competition condition, the management situation, the management strategy, discussed the development countermeasure of QiLu TV, and hopes this speaking has a certain theoretical significance and practical significance to QiLu TV which is still in the development and growth.
This article uses the method of the quantitative investigation and the qualitative investigation, theory and empirical research, collected a large number of first-hand information, takes the theory and the data as the foundation, integrated multi-disciplinary knowledge, has carried on the general state of QiLu TV. Simultaneously, the author has carried on the analysis on the operating status of QiLu TV, summarized the question which existed in the QiLu TV, the profit pattern is unitary, the industrial chain imperfect, the talented person short board, the partial program content homogenization, the program manufacture are rougher, the brand mold to wait for consummating and so on, these questions become restrict to the development of QiLu TV. In the last part of this article, on the basis of the current situation and problems in QiLu TV, the author proposed the countermeasures from the establishment perfect sustainable profit's industrial chain, the introduction trained professionals, the promotion program manufactured level, take advantage of the network, extend the strengthened brand and so on aspects. The author hopes that the analysis and discussion of these issues can provide the concrete operations mentality for actual management operation of QiLu TV.
山东电视台齐鲁频道的经营虽然有诸多成功之处,但就经营而言,还存在着种种不足和缺陷。本文根据山东电视台齐鲁频道经营的实际状况,具体分析齐鲁台的市场竞争状况、经营现状、具有借鉴意义的经营策略,梳理齐鲁台经营中存在的基本问题,探讨齐鲁台的发展对策,这对尚处于发展壮大中的齐鲁台而言,具有一定的理论意义和现实意义。
本文采用定量研究和定性研究相结合、理论研究与实证研究相结合的方法,搜集大量第一手资料,以理论与数据为基础,综合运用多学科的知识,对齐鲁台的总体状况进行了探究。同时着重对齐鲁台的经营现状进行了分析,总结概括出了齐鲁台经营中存在的问题：盈利模式单一、产业链不完善、人才短板、部分节目内容同质化、节目制作较为粗糙、品牌塑造有待完善等等,这些问题成为制约山东电视台齐鲁频道发展的瓶颈。本文最后,在对齐鲁台现状和问题分析的基础上,从建立完善的可持续盈利的产业链、引进培养专业人才、提升节目制作水平、网络借力、强化品牌延伸等方面提出了发展对策。希望这些问题的分析和探讨,能为山东电视台齐鲁频道的实际经营运作提供可资借鉴的具体操作思路。
Some people said that China's media have entered into a Warring States Period, the traditional media flames of war, the new media gun smoke rises from all directions. As the TV at the provincial level, is not only facing with the satellite channel, the municipal channel, but also facing the impact of new media. In the face of so keen competition, how the media go out of the way of a feature becomes a embarrassing question for the numerous TV at the provincial level. In the media business practice, QiLu TV reverse thinking, takes the difference way of business, relies on comprehensive strength which in many aspects such as content production, program innovation, advertisement management, internal management, not only came to a stop the heel in the fierce market competition but also becomes an underestimated power of television in Chinese video land. In 2008 QiLu experience as a successful example of Chinese television, entered into the world first news school, famous Reporter Edgar Snow's alma mater, US University of Missouri News Institute.
Although the management of QiLu TV has many successes, but the business is concerned, there are still many deficiencies and shortcomings. This article according to the actual management state of QiLu TV, detailed analysis of market competition condition, the management situation, the management strategy, discussed the development countermeasure of QiLu TV, and hopes this speaking has a certain theoretical significance and practical significance to QiLu TV which is still in the development and growth.
This article uses the method of the quantitative investigation and the qualitative investigation, theory and empirical research, collected a large number of first-hand information, takes the theory and the data as the foundation, integrated multi-disciplinary knowledge, has carried on the general state of QiLu TV. Simultaneously, the author has carried on the analysis on the operating status of QiLu TV, summarized the question which existed in the QiLu TV, the profit pattern is unitary, the industrial chain imperfect, the talented person short board, the partial program content homogenization, the program manufacture are rougher, the brand mold to wait for consummating and so on, these questions become restrict to the development of QiLu TV. In the last part of this article, on the basis of the current situation and problems in QiLu TV, the author proposed the countermeasures from the establishment perfect sustainable profit's industrial chain, the introduction trained professionals, the promotion program manufactured level, take advantage of the network, extend the strengthened brand and so on aspects. The author hopes that the analysis and discussion of these issues can provide the concrete operations mentality for actual management operation of QiLu TV.
引文
[1]吴文虎.新闻事业经营管理[M].北京：高等教育出版社,1999.
[2]中国社会科学院语言研究所词典编辑室编.现代汉语词典[M].北京：商务印书馆,1999.
[3]邵培仁,刘强.媒介经营管理学[M].杭州：浙江大学出版社,1998.
[4]李踪.世界经济学大辞典[M].北京：北京经济科学出版社,2000.
[5]中国社会科学院语言研究所词典编辑室编.现代汉语词典[M].北京：商务印书馆,1999.
[6]纪宁.媒介新动向——中国人创造财富的第四次机遇[M].沈阳：沈阳出版社,2001.
[7]张斌.中外电视产业经营发展比较研究[D].成都：四川大学,2005.
[8]张斌.略论中国电视产业经营的特征[J].山东视听,2005,8：4-6.
[9]郑保卫.事业性、产业性：转型期中国传媒业双重属性解读[J].今传媒,2006,8：8-10
[10]郑蔚.中国电视媒体的管理和经营[M].北京：中国国际广播出版社,2006.
[11](美)爱德华·赫尔曼,罗伯特·麦克切斯尼,甄春亮等译.全球媒介——全球资本主义的新传教士[M].天津：天津人民出版社,2001.
[12]邵培仁,陈兵.媒介战略管理[M].上海：复旦大学出版社,2003.
[13]王兰柱.中国电视收视年鉴2008[M].北京：中国传媒大学出版社,2008.
[14]黄建军.STP营销——市场细分、目标市场选择与产品定位[M].北京：人民中国出版社,1998.
[15]张姝,闫爱华.开辟后卫视时代[J].传媒,2007,8：39-41.
[16]Collis D J, Cynthia A. Montgomery. Competing on Resource Strategy in the 1990s[J]. Harvard Business Review,1995,7(8):26-36.
[17]Prahalad · C · K, Gray · Hamel.The Core Competence of the Corporation[J].Harvard Business Review,1990,5(6):89-98.
[18](美)迈克尔·波特,陈小悦(译).竞争战略[M].北京：华夏出版社,1997.
[19]Chris Leder, Sam Hill. See Your Brand Through Your Customer'Eyes[J]. Harvard Business Review.2001,6:151.
[20](美)唐·舒尔茨,何西军(译).全球整合营销传播[M].北京：中国物价出版社,2001.
[21]埃森·拉塞尔.麦肯锡方法[M].北京：华夏出版社,2001.
[22]Jerome McCarthy. Basic Marketing:A Mananweial Approach[M].Homewood:Irwin,1996.
[23]Wilbur Schramm, William E. Porter. Men, Women, Mmessages, and Media:Understanding Human Communication[M].New York:Harper& Row,1982.
[24]孙怡然.齐鲁电视台广告经营的蓝海思维[J].市场观察.2008,9：98-100.
[25]Churchill Gilbert A,Carol Surprenant. An Investigation into the Determinants of Consumer Satisfaction. Journal of Marketing Research[J].2002,19:4.
[26]Michael H.Goldhaber. Attention Shoppers[J]. Wired Magazine, Dec,1997:17.
[27]Andrew Nachison. Lessons from the Blessing Edge, A Presentation to the World [C].Hong Kong:Editors'Forum,2001,5,89-92.
[28]M. Hammer and J. Champy. Reengineering the Corporation:A Manifesto for Business Revolution[M].New York:Harper collins,1993.
[29]T. H. Davenport. Process Innovation-Reengineering Work Through Information Technology[M].Boston:Harvard School Press,1993.
[30]温立斌.打造柔性管理团队：齐鲁台新型管理机制微探[J].当代电视.2006,6：53-55.
[31]张姝.梦想与责任的力量：齐鲁台团队建设启示录[J].传媒.2008,6：51-54.
[32]蔡卫平.传媒同质化现象动因探析[J].当代传播,2008,3：34-36.
[33]王晓璐.推动传媒的价值提升：简析传媒产业价值链的整合[J].新闻知识,2006,2：75-78
[34]喻国明.竞合时代：发展模式与关键词——关于我国传媒产业现实发展的若干思考[J].新闻传播,2002,2：5-8.
[35]薛可,余明阳.中国电视媒体进入品牌竞争时代——东方卫视“时尚化”定位的启示[J].新闻记者,2007,5：57-59.
[36]Robert G.Picard.Media Economics:Concepts and Issues[J]. Journal of Media Ecnomics,1989,1(1):61-74.
[37]詹成大.电视媒体品牌延伸的利与弊[J].电视研究,2006,1：34-35.
[38]喻国明.中国传媒产业发展轨迹与前瞻[J].青年记者,2004,11：21-24.
[39]Beville H M. Audience Ratings:Radio,Television, Cable [M].New York:Harper& Row, 1982.
[2]中国社会科学院语言研究所词典编辑室编.现代汉语词典[M].北京：商务印书馆,1999.
[3]邵培仁,刘强.媒介经营管理学[M].杭州：浙江大学出版社,1998.
[4]李踪.世界经济学大辞典[M].北京：北京经济科学出版社,2000.
[5]中国社会科学院语言研究所词典编辑室编.现代汉语词典[M].北京：商务印书馆,1999.
[6]纪宁.媒介新动向——中国人创造财富的第四次机遇[M].沈阳：沈阳出版社,2001.
[7]张斌.中外电视产业经营发展比较研究[D].成都：四川大学,2005.
[8]张斌.略论中国电视产业经营的特征[J].山东视听,2005,8：4-6.
[9]郑保卫.事业性、产业性：转型期中国传媒业双重属性解读[J].今传媒,2006,8：8-10
[10]郑蔚.中国电视媒体的管理和经营[M].北京：中国国际广播出版社,2006.
[11](美)爱德华·赫尔曼,罗伯特·麦克切斯尼,甄春亮等译.全球媒介——全球资本主义的新传教士[M].天津：天津人民出版社,2001.
[12]邵培仁,陈兵.媒介战略管理[M].上海：复旦大学出版社,2003.
[13]王兰柱.中国电视收视年鉴2008[M].北京：中国传媒大学出版社,2008.
[14]黄建军.STP营销——市场细分、目标市场选择与产品定位[M].北京：人民中国出版社,1998.
[15]张姝,闫爱华.开辟后卫视时代[J].传媒,2007,8：39-41.
[16]Collis D J, Cynthia A. Montgomery. Competing on Resource Strategy in the 1990s[J]. Harvard Business Review,1995,7(8):26-36.
[17]Prahalad · C · K, Gray · Hamel.The Core Competence of the Corporation[J].Harvard Business Review,1990,5(6):89-98.
[18](美)迈克尔·波特,陈小悦(译).竞争战略[M].北京：华夏出版社,1997.
[19]Chris Leder, Sam Hill. See Your Brand Through Your Customer'Eyes[J]. Harvard Business Review.2001,6:151.
[20](美)唐·舒尔茨,何西军(译).全球整合营销传播[M].北京：中国物价出版社,2001.
[21]埃森·拉塞尔.麦肯锡方法[M].北京：华夏出版社,2001.
[22]Jerome McCarthy. Basic Marketing:A Mananweial Approach[M].Homewood:Irwin,1996.
[23]Wilbur Schramm, William E. Porter. Men, Women, Mmessages, and Media:Understanding Human Communication[M].New York:Harper& Row,1982.
[24]孙怡然.齐鲁电视台广告经营的蓝海思维[J].市场观察.2008,9：98-100.
[25]Churchill Gilbert A,Carol Surprenant. An Investigation into the Determinants of Consumer Satisfaction. Journal of Marketing Research[J].2002,19:4.
[26]Michael H.Goldhaber. Attention Shoppers[J]. Wired Magazine, Dec,1997:17.
[27]Andrew Nachison. Lessons from the Blessing Edge, A Presentation to the World [C].Hong Kong:Editors'Forum,2001,5,89-92.
[28]M. Hammer and J. Champy. Reengineering the Corporation:A Manifesto for Business Revolution[M].New York:Harper collins,1993.
[29]T. H. Davenport. Process Innovation-Reengineering Work Through Information Technology[M].Boston:Harvard School Press,1993.
[30]温立斌.打造柔性管理团队：齐鲁台新型管理机制微探[J].当代电视.2006,6：53-55.
[31]张姝.梦想与责任的力量：齐鲁台团队建设启示录[J].传媒.2008,6：51-54.
[32]蔡卫平.传媒同质化现象动因探析[J].当代传播,2008,3：34-36.
[33]王晓璐.推动传媒的价值提升：简析传媒产业价值链的整合[J].新闻知识,2006,2：75-78
[34]喻国明.竞合时代：发展模式与关键词——关于我国传媒产业现实发展的若干思考[J].新闻传播,2002,2：5-8.
[35]薛可,余明阳.中国电视媒体进入品牌竞争时代——东方卫视“时尚化”定位的启示[J].新闻记者,2007,5：57-59.
[36]Robert G.Picard.Media Economics:Concepts and Issues[J]. Journal of Media Ecnomics,1989,1(1):61-74.
[37]詹成大.电视媒体品牌延伸的利与弊[J].电视研究,2006,1：34-35.
[38]喻国明.中国传媒产业发展轨迹与前瞻[J].青年记者,2004,11：21-24.
[39]Beville H M. Audience Ratings:Radio,Television, Cable [M].New York:Harper& Row, 1982.