第五媒体的商业模式研究
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摘要
第五媒体概念的出现给移动通信及其业务发展带来了很多方面的巨大变化,首先是这一崭新概念的提出,体现了通信行业与传媒产业的融合趋势,进一步扩大了将移动通信作为传输管道的影响程度。移动通信不仅仅是管道,更是一种大众传媒手段,不尽从传输方式,更是从内容上产生更深远的影响。其次是促使移动业务在盈利模式上的转变,第五媒体将手机推上了媒体的平台,在这个平台上,除了产品,更重要的收入来源就是广告,广告盈利的提出给第五媒体提供更广阔的空间。第三个则是业务构建和表现形式的改变,移动业务从过去以技术区别为主的业务构建,比如(MMS,WAP)等,转变为从内容和客户感知出发的业务构建;传统媒体的内容开始逐渐进入移动增值业务的领域。这些转变深刻地影响着移动增值业务的发展,形成了第五媒体时代移动增值业务的新格局:信息内容服务、传播媒介服务与无线娱乐业务。
相对日韩第五媒体业务的发展,国内业务发展显得很缓慢,只有手机报业务培养了一定的用户习惯,还没有发展到大规模盈利的阶段。在盈利模式、产业链合作、监管与体制、技术/标准以及业务内容创新方面都存在一定的差距。这些差距都表明:第五媒体业务的成功不再是一个技术范畴的问题,而是商业模式创新的结果。
本文试图从商业模式体系的理论出发,参照第五媒体业务特征和国内外业务发展实践,构建第五媒体商业模式的核心因素,并进一步探讨各因素的具体内容;并通过业内人士抽样调查进行定性评估和结论修正,最终提出一个较为完整的第五媒体商业模式的构成因素及具体实施建议,本文的研究成果也将为后续的研究者提出一个体系化的第五媒体商业模式的研究思路。
The concept of the fifth media has brought three great changes to ICT industry and its business development. Firstly, the proposal of the fifth media vividly reveals the combination tendency of ICT industry and traditional media ones; the influence of mobile telecom as a transmission channel has been reinforced and expanded, moreover, mobile telecom doesn't serve as a channel, but a mean of mass media, therefore, a profound influence has been caused in its transmissive ways and business contents.
Secondly, since mobile becomes the fifth media, changes in profit method of mobile business have happened. Besides the income of business and services, which comes from mobile users, mobile business based on the fifth media has a more important revenue source, which comes from the advertisement sponsors.
And thirdly, many changes have happened in mobile application and service contents. In the past, Mobile application and services were designed according to technology innovation, such as MMS and WAP, but now, they were designed and constructed based on the mobile user's interest and perception. And traditional media content starts to enter the mobile value-added service areas. These changes have profound impact on the development of mobile value-added service. Three types of new mobile value-added service on the fifth media platform are formed: information content services, mobile media services and wireless entertainment services.
With regard to information content services and wireless entertainment services, providing the user-centered consents is the key to success. (The paper won't focus on these two types of services). And the other mobile media services, such as Mobile Newspaper, Mobile TV, Mobile Advertisement and Mobile Literature media, are the services embodies the characteristics of the fifth media, and will gain core competitiveness for the 3G mobile value-added service.
Compared with the fifth media business in Japan and South Korea, the development of the domestic business was very slow. With only mobile newspaper service is popular among mobile users to a certain extent, which has not yet gained large-scale profit. The gap exists in the profit model, the industry value chain cooperation, industry regulation, standardization, charges, terminal equipment, application and content innovation content. These differences show that: Success of fifth media business is the results of innovative business models.
In summary, according to the domestic and international fifth media business practice and fifth media business characteristics, based on the related theory of business model, this paper try to build-up the business model and its key factors for the fifth media; furthermore, to propose suggestion on the fifth media business model and implementation measures, after qualitative evaluation of the validity and feasibility of the fifth media business model. This paper aims to provide a creative conclusion of the fifth media business model for the following researchers.
相对日韩第五媒体业务的发展,国内业务发展显得很缓慢,只有手机报业务培养了一定的用户习惯,还没有发展到大规模盈利的阶段。在盈利模式、产业链合作、监管与体制、技术/标准以及业务内容创新方面都存在一定的差距。这些差距都表明:第五媒体业务的成功不再是一个技术范畴的问题,而是商业模式创新的结果。
本文试图从商业模式体系的理论出发,参照第五媒体业务特征和国内外业务发展实践,构建第五媒体商业模式的核心因素,并进一步探讨各因素的具体内容;并通过业内人士抽样调查进行定性评估和结论修正,最终提出一个较为完整的第五媒体商业模式的构成因素及具体实施建议,本文的研究成果也将为后续的研究者提出一个体系化的第五媒体商业模式的研究思路。
The concept of the fifth media has brought three great changes to ICT industry and its business development. Firstly, the proposal of the fifth media vividly reveals the combination tendency of ICT industry and traditional media ones; the influence of mobile telecom as a transmission channel has been reinforced and expanded, moreover, mobile telecom doesn't serve as a channel, but a mean of mass media, therefore, a profound influence has been caused in its transmissive ways and business contents.
Secondly, since mobile becomes the fifth media, changes in profit method of mobile business have happened. Besides the income of business and services, which comes from mobile users, mobile business based on the fifth media has a more important revenue source, which comes from the advertisement sponsors.
And thirdly, many changes have happened in mobile application and service contents. In the past, Mobile application and services were designed according to technology innovation, such as MMS and WAP, but now, they were designed and constructed based on the mobile user's interest and perception. And traditional media content starts to enter the mobile value-added service areas. These changes have profound impact on the development of mobile value-added service. Three types of new mobile value-added service on the fifth media platform are formed: information content services, mobile media services and wireless entertainment services.
With regard to information content services and wireless entertainment services, providing the user-centered consents is the key to success. (The paper won't focus on these two types of services). And the other mobile media services, such as Mobile Newspaper, Mobile TV, Mobile Advertisement and Mobile Literature media, are the services embodies the characteristics of the fifth media, and will gain core competitiveness for the 3G mobile value-added service.
Compared with the fifth media business in Japan and South Korea, the development of the domestic business was very slow. With only mobile newspaper service is popular among mobile users to a certain extent, which has not yet gained large-scale profit. The gap exists in the profit model, the industry value chain cooperation, industry regulation, standardization, charges, terminal equipment, application and content innovation content. These differences show that: Success of fifth media business is the results of innovative business models.
In summary, according to the domestic and international fifth media business practice and fifth media business characteristics, based on the related theory of business model, this paper try to build-up the business model and its key factors for the fifth media; furthermore, to propose suggestion on the fifth media business model and implementation measures, after qualitative evaluation of the validity and feasibility of the fifth media business model. This paper aims to provide a creative conclusion of the fifth media business model for the following researchers.
引文
1 http://www.mii.gov.cn/art/2007/12/26/art_27_35478.html
2 商业模式概念来源 http://gollum.casycp.de/gollum/gollum.php?a=core&l=zh-cn＆wl=zh&q=
[1]Rappa,M.The Utility Business Model and the Future of Computing Services[J].IBM Systems Journal,2004,43(1):32 -43
[2]Dubosson-Torbay.M,Osterwalder,A,and Pigneur,Y.E-business model design,classification and measurements[J].Thunderbird International Business Review,2002,44(1):5-23
[3]翁君奕.商务模式创新[M].北京:经济管理出版社2004:66-68
[4]罗珉,曾涛,周思伟.企业商业模式创新基于租金理论的解释[J].中国工业经济,2005,(7):13-18
[5]Timmers,P.Business models for electronic markets[J].Journal on Electronic Markets,1998,8(2):3-8
[6]Petrovic,O and Kittl Teksten,R D.Developing business models for e-business[R].Austria:International Conference on Electronic Commerce,2001
[7]Afuah A,Tucci C.Internet business models and strategies[M].USA:Irwin/McGraw-Hill,2000:98-102
[8]Gordijn,J,Akkermans,J,and van Vliet,J.Designing and evaluating e-business models[J].IEEE Intelligent Systems,2001,16:11-17
[9]吕廷杰,张其翔.商业模式研究理论综述[J].商业经济,2006,50(1):14-15
[10]张其翔,赵欣艳,吕廷杰.电信企业的商业模式及其评价方法[J].电信科学,2007,(1):70-72
[11]童晓渝,蔡估,张磊.第五媒体原理[M].北京:人民邮电出版社,2006:121-125
[12]朱海松.第五媒体:无线营销下的分众传媒与定向传播[M].广东:广东经济出版社,2005:23-29
[13]原磊.国外商业模式理论研究评介[J].外国经济与管理,2007,(10):17-25
[14]余凯锐.基于价值创新的移动商务模式研究[D].浙江大学,2007.4
[15]项立刚,翟一冰,郑朝晖等.专题讨论:手机媒体的个性化特征及传统媒体的发展并存/专题讨论:手机媒体未来发展的市场模式/专题讨论:手机媒体的内容建设与管理[R].2007第五媒体高峰论坛,2007.12,http://www.cctime.com/.
[16]李为冲,曾诗渊,项立刚,吕廷杰,丁义等.现代通信与第五媒体论坛[R].2007.11
[17]匡文波.手机媒体概论[M].北京:中国人民大学出版社,2007:78-84
[18]陈婷.SK电讯倾力打造“第五媒体”[J].通信企业管理,2005,(10):30-31
[19]黄灿灿.韩国手机电视运营分析及启示[J].通信世界,2006,(A2):23-25
[20]刘飞,衣晓雷.国内外手机报发展评述[J].通信世界,2007,(8):18-20
[21]匡文波.日本手机媒体发展启示录[J].传媒,2006,(6):51-53
[22]匡文波.手机媒体的用户定位[J].传媒,2006,(4):62-64
[23]胡桃.无线营销的商业模式分析[J].北京邮电大学学报(社会科学版),2006,(10):9-13
[24]项立刚.迎接手机媒体时代的到来[J].通信世界,2005,(32):5
[25]肖诗荣.手机媒体的前景[J].新闻前哨,2006,(6):68-69
[26]Amit,R,and C Zott.Value creation in E-Business[J].Strategic Management Journal,2001,22(6/7):493-520
[27]Weill,P,and Vitale,M R.Place to space:Migrating to E-business models[M].Harvard Business School Press,2001:96-101
[28]冯光华,范剑文.手机媒体带来新媒介产业[J].新闻爱好者,2004,(5):15-16
[29]宋小萌.我国手机媒体分众化的生存与发展[D].大连理工大学,2006
[30]李东平.手机媒体的现状及发展研究[D].四川大学,2006
[31]熊国荣,衫木.手机:最有资格成为第五媒体[J].新闻与写作,2005,(3):14-16
[32]胡忠青,邹华华.手机媒体发展前景展望[J].新闻界,2006,(5):113-114
[33]李艺多.关于手机媒体若干问题的研究[D].东北师范大学,2006
[34]王玲.手机媒体与媒介生态重塑[D].西北大学,2005
[35]朱时雨.市场/模式/策略/数据--手机广告的四个视角[J].广告导报,2006,(9):134-136
[36]盛源.手机电视产业分析及其策略研究[D].上海交通大学,2005
[37]木村淳哉,高甜.“二元条形码”技术推动下的手机媒体--兼谈日本手机广告对中国市场的借鉴意义[J].新闻记者,2006,(7):41-42
[38]王子敏.电信运营商的手机广告推广策略分析[J].通信世界,2006,(12):43-44
[39]马石.当务之急-寻找手机广告最佳的推广模式[J].通信世界,2007,(4):32-33
[40]汪卫国.点评手机电视商业模式[J].世界电信,2007,(1):54-56
[41]林诗吟.手机媒体嵌入式经营模式研究[D].上海交通大学,2007
[42]单江华,刘影,朱伟.手机电视进程概述[R].2006年中国数字电视与网络发展高峰论坛,2006
[43]杜娟,鲁义轩.手机广告牵动各方神经[J].通信世界,2006,(27):25-26
[44]连良.浅议手机广告的发展空间[J].现代商业,2007,(2):35-36
[45]魏轶群.手机媒体的现状及盈利模式[J].传媒,2006,(4):64-65
[46]马莹.手机媒体:挣脱镣铐的起舞[J].传媒,2005,(11):49-51
[47]http://www.ntt.co.ip/index c.html 日本NTT官方网站
[48]http://www.c114.net/ 中国通信网
2 商业模式概念来源 http://gollum.casycp.de/gollum/gollum.php?a=core&l=zh-cn＆wl=zh&q=
[1]Rappa,M.The Utility Business Model and the Future of Computing Services[J].IBM Systems Journal,2004,43(1):32 -43
[2]Dubosson-Torbay.M,Osterwalder,A,and Pigneur,Y.E-business model design,classification and measurements[J].Thunderbird International Business Review,2002,44(1):5-23
[3]翁君奕.商务模式创新[M].北京:经济管理出版社2004:66-68
[4]罗珉,曾涛,周思伟.企业商业模式创新基于租金理论的解释[J].中国工业经济,2005,(7):13-18
[5]Timmers,P.Business models for electronic markets[J].Journal on Electronic Markets,1998,8(2):3-8
[6]Petrovic,O and Kittl Teksten,R D.Developing business models for e-business[R].Austria:International Conference on Electronic Commerce,2001
[7]Afuah A,Tucci C.Internet business models and strategies[M].USA:Irwin/McGraw-Hill,2000:98-102
[8]Gordijn,J,Akkermans,J,and van Vliet,J.Designing and evaluating e-business models[J].IEEE Intelligent Systems,2001,16:11-17
[9]吕廷杰,张其翔.商业模式研究理论综述[J].商业经济,2006,50(1):14-15
[10]张其翔,赵欣艳,吕廷杰.电信企业的商业模式及其评价方法[J].电信科学,2007,(1):70-72
[11]童晓渝,蔡估,张磊.第五媒体原理[M].北京:人民邮电出版社,2006:121-125
[12]朱海松.第五媒体:无线营销下的分众传媒与定向传播[M].广东:广东经济出版社,2005:23-29
[13]原磊.国外商业模式理论研究评介[J].外国经济与管理,2007,(10):17-25
[14]余凯锐.基于价值创新的移动商务模式研究[D].浙江大学,2007.4
[15]项立刚,翟一冰,郑朝晖等.专题讨论:手机媒体的个性化特征及传统媒体的发展并存/专题讨论:手机媒体未来发展的市场模式/专题讨论:手机媒体的内容建设与管理[R].2007第五媒体高峰论坛,2007.12,http://www.cctime.com/.
[16]李为冲,曾诗渊,项立刚,吕廷杰,丁义等.现代通信与第五媒体论坛[R].2007.11
[17]匡文波.手机媒体概论[M].北京:中国人民大学出版社,2007:78-84
[18]陈婷.SK电讯倾力打造“第五媒体”[J].通信企业管理,2005,(10):30-31
[19]黄灿灿.韩国手机电视运营分析及启示[J].通信世界,2006,(A2):23-25
[20]刘飞,衣晓雷.国内外手机报发展评述[J].通信世界,2007,(8):18-20
[21]匡文波.日本手机媒体发展启示录[J].传媒,2006,(6):51-53
[22]匡文波.手机媒体的用户定位[J].传媒,2006,(4):62-64
[23]胡桃.无线营销的商业模式分析[J].北京邮电大学学报(社会科学版),2006,(10):9-13
[24]项立刚.迎接手机媒体时代的到来[J].通信世界,2005,(32):5
[25]肖诗荣.手机媒体的前景[J].新闻前哨,2006,(6):68-69
[26]Amit,R,and C Zott.Value creation in E-Business[J].Strategic Management Journal,2001,22(6/7):493-520
[27]Weill,P,and Vitale,M R.Place to space:Migrating to E-business models[M].Harvard Business School Press,2001:96-101
[28]冯光华,范剑文.手机媒体带来新媒介产业[J].新闻爱好者,2004,(5):15-16
[29]宋小萌.我国手机媒体分众化的生存与发展[D].大连理工大学,2006
[30]李东平.手机媒体的现状及发展研究[D].四川大学,2006
[31]熊国荣,衫木.手机:最有资格成为第五媒体[J].新闻与写作,2005,(3):14-16
[32]胡忠青,邹华华.手机媒体发展前景展望[J].新闻界,2006,(5):113-114
[33]李艺多.关于手机媒体若干问题的研究[D].东北师范大学,2006
[34]王玲.手机媒体与媒介生态重塑[D].西北大学,2005
[35]朱时雨.市场/模式/策略/数据--手机广告的四个视角[J].广告导报,2006,(9):134-136
[36]盛源.手机电视产业分析及其策略研究[D].上海交通大学,2005
[37]木村淳哉,高甜.“二元条形码”技术推动下的手机媒体--兼谈日本手机广告对中国市场的借鉴意义[J].新闻记者,2006,(7):41-42
[38]王子敏.电信运营商的手机广告推广策略分析[J].通信世界,2006,(12):43-44
[39]马石.当务之急-寻找手机广告最佳的推广模式[J].通信世界,2007,(4):32-33
[40]汪卫国.点评手机电视商业模式[J].世界电信,2007,(1):54-56
[41]林诗吟.手机媒体嵌入式经营模式研究[D].上海交通大学,2007
[42]单江华,刘影,朱伟.手机电视进程概述[R].2006年中国数字电视与网络发展高峰论坛,2006
[43]杜娟,鲁义轩.手机广告牵动各方神经[J].通信世界,2006,(27):25-26
[44]连良.浅议手机广告的发展空间[J].现代商业,2007,(2):35-36
[45]魏轶群.手机媒体的现状及盈利模式[J].传媒,2006,(4):64-65
[46]马莹.手机媒体:挣脱镣铐的起舞[J].传媒,2005,(11):49-51
[47]http://www.ntt.co.ip/index c.html 日本NTT官方网站
[48]http://www.c114.net/ 中国通信网