基于价值链重构的报业集团竞争战略研究

发布时间：2018-05-25 13:23

本文选题：价值链 + 竞争战略　；参考：《山东大学》2007年博士论文

【摘要】： 目前，我国报业市场正处于一个体制与机制均发生剧烈变革的转型期，报业传统的垄断经营地位已经丧失，国内外的竞争者蜂拥而至，市场竞争日趋激烈。同时，报业的生产方式和传播模式也发生了巨大变化，即时性、互动性、虚拟性和多元化的特征日趋明显，传统受众的忠诚度正经受着严峻的考验。然而，作为报业市场主体的报业集团对环境变迁的反应并不够敏捷，应对的竞争策略也较为单一，这就使我国报业集团面临着较为严峻的生存与发展压力。本质上，现代报业的竞争就是价值链的竞争，但我国报业市场的竞争主体——报业集团还存在诸多方面的问题：对自身价值链缺乏应有的理解和重视，增值环节识别不清；价值链中的战略节点不明晰，核心竞争力不突出；价值链较短且利用不充分，集团利润的来源途径单一，主要依赖经营报纸的收入；集团内部资源的配置不合理，价值链条运转不顺畅，存在极大的经营风险等，这些因素无疑会影响到报业集团的市场竞争力和长远发展。另外，在报业价值链管理理论的研究方面，国内外的多数研究尚处于相关概念、原理等方面的定性探讨阶段，对报业集团价值链自身形成机理、特征的理解和认识尚不够深入。因此，对报业集团价值链的重塑和竞争战略的设计并没有实质性指导作用。鉴于此，本文结合经济学、管理学和传播学的理论知识，按照系统的观点对报业集团价值链进行系统地研究和分析，并以此为基础对报业集团竞争战略设计进行系统的研究。同样是面对动荡多变的竞争环境，与一般产业不同的是，报业经营的是信息产品，具有两次销售的模式，即由订阅和零售两种方式所进行的报纸对读者的销售，以及通过读者阅读吸引其注意力进而促其转化为实际购买力的影响力销售；获取两次销售收入，即初次销售的发行收入和二次销售的广告收入；还要面对两个市场，即由报纸和广告构成的有形市场和由影响力而形成的无形市场，由此决定了报业集团的价值链也有别于一般企业。而报业集团要获取持续竞争优势，就必须同时在两个市场上展开竞争，并培育相应的竞争能力，从而能满足政府、读者和广告商的需求。现实中，影响报业集团价值链构成的外生要素有宏观政策、行业变化和社会文化等，而内生要素则包括受众需求、盈利模式、资源结构和配置方式等，根据对上述要素的精确分析，可以将报业的价值链构成分为基本价值链、延伸价值链、拓展价值链、虚拟价值链和价值网络。其中，基本价值链包括办报、印务、发行和广告四个环节，其中的核心环节是办报：延伸价值链是基于基本价值链各战略环节通过采取纵向一体化延伸形成的价值链条；拓展价值链是在基本价值链基础上向报业产业之外拓展而形成的价值链条；虚拟价值链是基本价值链在市场空间中的延伸，是对基本价值链在信息领域的新发展；而价值网络则是报业集团为创造资源扩展和提供产品或服务而建立的合资或联盟合作系统。不同的价值链对于价值的生成具有不同的作用，而所有价值链共同作用则会形成合力，使报业集团具有更强的竞争力。基于对价值链的深刻剖析和全新分类，我国报业集团的价值链重构可以采取两种方式：专业化延伸式和多元化拓展式。前者是将报业集团价值链的关键核心环节“做足做大”，形成多点产出、多点支撑的价值链条，使目前单一竞争环节的成本得到补偿和降低。该种方式又可以有两种选择：“喷泉式”由内向外延伸和“漩涡式”由外向内聚集。“喷泉式”由内向外延伸是指借助核心信息源优势、信息处理模式优势、运营模式优势打造核心内容产品，通过多种形式的媒介形式，将核心优势在地域空间或业务范围上向外拓展，培养高忠诚度的核心客户群体，同时为报业集团开辟新的收入渠道；“漩涡式”由外向内聚集是以核心报纸充任行业沟通平台，以此为基础吸引各种社会资本与资源主动汇集过来，在资源的碰撞之中不断产生新的灵感与商机。后者是将存在互补优势的媒介组织与非媒介组织以战略联盟形式构筑并拉长产业链条。一般可借助于企业的品牌优势，向其他相关产业拓展，，以形成新的价值增值途径。实践中，报业集团可以根据本文提出的价值链重构模型进行重构，即以内容产品为核心，以报纸、电视、广播、杂志、图书、光盘等为发布渠道，以策划、制作、印刷、发行、广告以及相关、非相关产业开发为工业流水线，构筑商业价值运作体系。当然，报业集团在进行价值链重构时，要使重构的新价值链运转顺畅，还必须注意在重构过程中对相应的关键节点进行有效管理。例如，在基本价值链和延伸价值链中，内容生产应把握信息的多次充分利用，体现其边际成本递减效应；印务经营保证印能的最大化，实现规模收益；发行经营实现对渠道的合理控制和网络的综合运用；广告经营要创新广告模式、延伸对受众的服务手段和功能。在拓展价值链中，要实现规模和品牌效应，通过适当的多元化经营分散投资风险，拓展价值空间。在虚拟价值链中，借助基本信息增值活动和附加价值活动，实现信息在网络空间中的充分增值。在价值网络中，根据价值创造和实现的方式不同，有效集成相关主体拥有的资源，在合作中实现价值的增值。环境的变迁引致了报业集团价值链的重构，而价值链的重构要求对企业的竞争战略进行重新设计；当然，竞争战略的重新设计也会影响到价值链的重构，为此，本文提出了价值链与竞争战略的对接互动模型。根据该对接互动模型，尽管报业集团可以采用的竞争战略很多，但在进行战略选择时必须考虑自身的价值链构成，并根据价值链的特征选择相应的竞争战略。例如，在基本价值链层面，报业集团可以根据自身的特点选择一般竞争战略中的某一种或几种；在延伸价值链层面，可以选择一体化竞争战略；在拓展价值链层面，可以选择围绕核心力的多元化竞争战略；在虚拟价值链层面，可以选择外包战略；而在价值网络层面，报业集团则可以选择互利共赢的竞合战略。本文的创新点主要表现在如下几个方面： 1．首次提出了报业集团价值链的新分类，为我国报业集团价值链重构奠定了理论基础。本文运用经济学、管理学和传播学理论，针对报业产业的特殊性，在反思传统价值链构成的基础上，将报业集团的价值链分为五部分：一是基本价值链，即报纸内容生产、印刷、发行、广告：二是延伸价值链，即依托报纸，实行价值联结点的横向与纵向的产业扩张；三是拓展价值链，即利用报业品牌，在非相关领域内的扩张。四是虚拟价值链，充分利用市场机会，实现报业集团个别环节的外包。五是价值网，与报业集团以外企业实现价值链的对接，充分发挥竞争合作的潜力。 2．根据报业集团价值链的新分类，提出了重构我国报业集团价值链的新模式——对称模式。根据该模型，我国报业集团的价值链重构可以采取两种方式：专业化延伸式和多元化拓展式。前者是将报业集团价值链的关键核心环节“做足做大”，形成多点产出、多点支撑的价值链条。后者是将存在互补优势的媒介组织与非媒介组织以战略联盟形式构筑并拉长产业链条。该模式把握了动态环境下报业产业价值链最根本的发展趋势，并对这一趋势及其决策过程的内、外生决策要素以及重构过程中对相应的关键节点的有效管理作出了深入分析。 3．基于价值链的重构模型，提出了设计我国报业集团竞争战略的新模型——靶形模型。根据该模型，尽管报业集团可以采用的竞争战略很多，但在进行战略选择时必须考虑自身的价值链构成，并根据价值链的特征选择相应的竞争战略，而其出发点和根本目的就是提高受众(读者、广告商)价值，提高我国报业集团竞争优势。
[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.
【学位授予单位】：山东大学
【学位级别】：博士
【学位授予年份】：2007
【分类号】：G219.2-F

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