【作者】 王莹；

【导师】 刘志杰；

【作者基本信息】 河南大学 ， 新闻与传播硕士（专业学位）， 2016， 硕士

【摘要】 出版管理学大师彼得?德鲁克曾经说过:“当今企业之间的竞争,不是产品之间的竞争,而是商业模式之间的竞争。”近年来,随着信息技术的迅猛发展,特别是大数据、云计算、物联网等技术的深入应用,新兴媒体正在颠覆传媒行业原有的经营模式和盈利方式,传统媒体的转型成为学界和业界研究的热点。本文以大地传媒股份有限公司原有的经营模式为基础本文以大地传媒股份有限公司为研究对象,依据奥斯特瓦德的商业模式创新模型,对大地传媒在产业经营的价值主张创新、营销渠道创新、盈利模式创新、媒介融合创新等四个方面进行系统的分析研究。研究认为,大地传媒在商业模式创新方面的优势表现为以下几个方面包括:一是文化市场优势,河南省作为中原经济发展主力军,享有深厚的文化底蕴和广阔的发展市场,为大地传媒的创新发展提供了丰富的元素和强劲的动力。二是产业资质优势,大地传媒已成功开发出多套系列全科类、工具类大型书籍,并积极注入创新发展思路、搭建核心业务平台、应用数字化技术,投身于市场化和产业化的浪潮中。三是创新技术引领,在数字化技术的冲击下,大地传媒改变了原有的出版模式、发行渠道和产品表达载体。MRP技术、电子书包、云图书等项目正逐渐向产品的成熟期转型过渡,数字技术、交互阅读等方面的发展极大地满足了受众在体验、阅读、视听等方面的需求,积极开发核心技术并占有多项自主知识产权开发产品,以此在行业市场中抢占先机。但研究中也发现,大地传媒在商业模式创新中还存在如下的问题:一是,媒介融合的运作不甚成熟,在全媒体时代,文字、图片、音视频充斥着人们的生活,大地传媒如何在媒介融合领域使得信息在搜集、加工、传播方面得到多方位、立体式的开发应用。如何不断地催生新的融合载体和产出方式的出现。在媒介融合过程中如何将海量信息转换提速,实现突破性进展仍还是未来研究的重要课题。二是市场影响力和品牌出版有待提升,大地传媒一直以教材教辅为主线,在一般性图书方面市场的占有率不足,出版产品的丰富多元化不能满足受众的需求,企业在发展理念完善和品牌推广的道路上仍旧任重道远。三是模式创新的深度有待挖掘,数字化和新媒体发展给大地传媒的发展带来了挑战和机遇,企业内部体制机制改革要向出版企业的转型奠定制度保障,打造创新的公共平台及实现发展的合作众筹是实现发展目标的重要路径。在此基础上,本文提出的建议如下:首先,细化客户群体划分和出版专业分工,大地传媒旗下拥有17家子公司,对受众的细分实现精准定位,专业化出版的产品开发体现核心竞争力的同时对未来盈利要有预期判断和抗风险能力,在市场中竞争中主动掌握自主性和话语权。其次,强化出版主体转型,随着传统媒体向全媒体的商业转型,企业主体要作为掌舵人和把关人延伸价值链条、丰富产业内涵、调整总体布局,引领商业模式发展导向。最后,要发挥政策和人才优势,贯彻十三五规划文化产业布局,把握发展契机,承担行业发展的责任和使命,大力引进复合型人才,夯实人才智力储备,实现商业模式的创新跨越式发展。更多还原

【Abstract】 Peter Drucker once said: "Today’s competition between companies are mostly coming from the business models, rather than coming from the products." The information technology has developed rapidly in recent years, especially in the field such as big data, cloud computing, networking, etc. The emerging media has changed the traditional way of the operating and profiting, thus become a hot topic in the study of academies and industries.This paper took the Central China Land Media(CCLM) Co., Ltd. for an example and studied the CCLM’s operating according to Osterwalder’s business model innovation model. The study analyzed CCLM’s business model innovation from four points, the media industry business value advocates innovation, marketing channel innovation, profit model innovation and innovation in four areas of media convergence. The results showed that, the CCLM’s advantages in the innovation of business model performance are mainly in four aspects: The first factor is in the cultural market. Henan Province is a main force of the Central China’s economic development and enjoys a rich cultural heritage and broad development of the market, which provides a wealth of elements and strong power for media innovation and development. The second factor is in the industrial qualification area. CCLM has successfully developed several sets of series GP, tools of large-scale book series, and has actively adopted innovative development ideas in order to build a core business platform and applied the digital technologies. Thus to join into the wave of the market and industrialization. Third, CCLM is led by technological innovation, it has changed traditional media publishing models, distribution channels and product expression vectors because of the digital technology’s impact. MRP technology, e-book bag, books and other items is gradually transferred into mature product transition. Meanwhile, interactive reading and other aspects has greatly satisfied the needs of the audience in the reading experience and audio-visual area, and actively developed the core technology and occupies a number of independent intellectual property rights to develop products to seize the opportunities in the industry market. However, there are still some problems in the business model’s innovation: First, the operation of media convergence is not mature. Text, images, audio and video filled in people’s life in all-media age. So, it is important to learn information gathering, processing, propagation and get multi-faceted, three-dimensional products in the field of media convergence. On the other hand, the problem of how to constantly creat new multimedia formats and output modes and convert speed to achieve a breakthrough in the media convergence process are still important issues for the future study. Second, the market’s impact and brand’s publishing should be improved. The media has been focusing on the textbooks for the main line, so market share is insufficient because of the lack of in terms of general books. The publishing products can not meet the needs of the audience, so it is still a long way to improve the enterprise in the development of the concept. Third, the model innovation’s depth need to be excavated. Digital and new media’s development has brought great challenges and opportunities to the CCLM. The reformation in the enterprise’s system and mechanism should guarantee the transformation of the publishing companies. To open and innovate public platform for development cooperation crowdfunding is an important way to achieve development goals. So the recommendations are as the follows: First, we should classify the customer groups and publishing division. The CCLM owns 17 subsidiaries of the segment to achieve precise positioning, product development and reflect the core of specialized publishing at the same time the competitiveness of future earnings expectations have judgment and ability to resist risks in the market competition grasp the initiative autonomy and the right to speak. Second, we should strengthen the publishing’s body transformation. Now the traditional media has transformed into the entire media, companies as the gatekeeper should prolong the value chain, enrich the industrial content, adjust to the overall layout and conduct the development-oriented business model. Third, the company should give full play to the policies and the talents. It should implement the 13 th plan of cultural industrial, and develop the industry and be responsible to fulfill the innovation missions. In addition, it is necessary for CCLM to achieve the leapfrog development in the business model innovation that bringing the complex talents in the firm and reinforcing the intelligence personnel reserve.更多还原