複合商業模式創新：網路視頻服務的跨域經營機制

Hybrid Business Model Innovation: The Cross-Boundary Mechanism for Over-the-Top Organizations

網路視頻服務正透過網際網路與數位科技衝擊傳統電視台的經營模式。本研究以兩大視頻媒體網飛與愛奇藝為調查個案，探索在自製內容成本高漲、多元端口建置複雜、會員經營不易下，網路視頻服務業者如何由使用者需求出發，發展跨域複合機制。網飛「以會員為主，串媒體需求為輔」，建立「中央廚房制」的跨國經營機制，並綁定各地硬體端口廠商，滿足會員的移動需求，創造水平式複合的服務價值。愛奇藝則是「以會員為主，多重身分需求為輔」，建立「產銷一條龍」的垂直複合機制，從藝人經紀、電子商務、到圓夢計畫等，滿足會員在粉絲、購物、與圓夢身分的多重需求。在理論貢獻上，本研究由使用者的內容需求、互動需求與跨域需求，分析複合商業模式形塑過程，水平與垂直的系統性複合較過去單純的開放商模更具系統觀。在實務貢獻上，本研究提出在網路視頻時代，創新者應由使用者需求出發，重新建構與同業間的競合關係，與電信業者間的依存關係，以及與上下游業者的鏈合關係，從而有全新的跨域經營之道。

The over-the-top (OTT) service model is out-competing traditional television business models and ushering in a new paradigm for the digital media industry. This study investigated two outstanding business models in the OTT industry, namely those of Netflix and iQIYI. The results revealed that both of these services have innovated their business models by systematically fulfilling user demands. Netflix and iQIYI do not rely only on membership fees to cover production costs and information technology (IT) investment; instead, by satisfying users’ content, interaction, and cross-boundary service demands, these services have appropriately used content and media innovation to develop specific business models. Netflix applies a horizontal integration approach and establishes “effectual” hybrid models. It produces high-quality content and cooperates with local suppliers to embed its service into various video devices. By contrast, iQIYI applies a vertical integration approach and establishes “multiplication” hybrid models. Through artisan selection, incubation, and brokering, iQIYI has established vertical business models and earned profit from agencies, fan clubs, and e-commerce sources. This paper provides theoretical contributions based on hybrid and open business models and highlights the relevance of synergy creation for systematic vertical and horizontal integration. OTT services can establish idiosyncratic hybrid business models only by using a systematic approach. This paper also contributes to the Internet+ concept in terms of three perspectives. For cable TV, OTT content (and thus Internet+) provides new cooperation opportunities. For telecommunications companies, OTT content (and thus Internet+) can generate mutual interdependency. For key stakeholders in the OTT industrial supply chain, Internet+ can offer an opportunity for systematic integration.