媒體變革環境下電視購物頻道的轉型策略研究──以東森電視購物台為例

A Study on Media Transformation Strategies: A Case Study of Eastern Home Shopping & Leisure Co., Ltd. (EHS)

20世紀後，科技的日新月異帶動了整體傳播產業的快速變遷過去以資源基礎觀點探討企業多角化轉型的研究相當多元，也有著不同的探討面向與定論。研究媒體多角化的研究雖不在少數，但若以資源基礎觀點進行多角化轉型策略的討論仍舊相當缺乏。本研究採用Grant (1991)以「資源基礎理論」提出的五步驟策略規劃分析架構為主要理論架構，以東森電視購物台為個案，根據其不同轉型階段，進行個案研究，並以深度訪談法、二手資料分析等二種方法進行資料收集。本研究發現，東森電視購物台有影像互動廣告、電子商務平臺、社交電商等三次轉型。東森電視購物台轉型歷程和資源配置，可發現受到「科技環境變化」及「企業生命週期」影響最大。近二十年來媒體產業生態，因為科技的發展，產生巨大的改變，觀眾也在各媒體型式間產生了消漲。若是媒體產業不順應環境而進行多階段的轉型，可能就無法維持媒體企業的永續經營，這或許是與其他企業轉型最大的不同。

Due to the advancement of ICT technology, the Taiwanese media showed the ambitious development of cross-media convergence. It also led to the strong competitions and media transformation. This paper adopted five steps“Resource Based Theory Strategic Plan Framework”proposed by Grant (1991) as main research framework to examine EHS’s transformation strategies and processes. This study chose EHS as target case and adopted five different methodologies (case study, in-depth interview, questionnaire, group interview and second data analysis) to collect rich data, according to different periods of transformation in EHS. This research found that EHS has three transformations including video interactive advertising, e-commerce platform, and social e-commerce. The transformation process and resource allocation of EHS can be found mainly affected by“Technological Environment Changes”and“Corporate Life Cycle”. Because the media industry ecology has undergone tremendous changes in the past two decades due to the development of technology. The audiences also experienced behavior changes among various media types. If the media industry does not adapt to the environment and undergoes a multi-stage transformation, it may not be able to maintain the sustainable operation of media enterprises. This may be the huge difference between the transformation of media enterprises and other enterprises.