本文選題：兼并重組　切入點：廣電產(chǎn)業(yè)　出處：《云南大學》2015年碩士論文　論文類型：學位論文

【摘要】：在廣電產(chǎn)業(yè)發(fā)展過程中,廣電產(chǎn)業(yè)其產(chǎn)業(yè)鏈一直存在小、散、亂等特點,各省、市、州廣電系統(tǒng)相互獨立,低端產(chǎn)業(yè)鏈大量重復建設(shè)。在國家“三網(wǎng)融合”的推動下,直到2011年全國各省才基本完成省網(wǎng)整合,實現(xiàn)“一省一網(wǎng)”。對比國外廣電產(chǎn)業(yè)發(fā)展路徑,中國廣電產(chǎn)業(yè)的發(fā)展還處于“國網(wǎng)”整合階段,但是我國廣電產(chǎn)業(yè)由于其自上而下的建立模式,嚴重缺乏“看不見得手”的指引,沒有能讓市場對資源配置起決定性作用。要實現(xiàn)廣電產(chǎn)業(yè)的繁榮發(fā)展,有許多問題需要去思考。 本文從湖南廣電產(chǎn)業(yè)的問題出發(fā),針對具體發(fā)展困境,引出了康卡斯特(Comcast)公司的發(fā)展模式,對于此種模式針對廣電產(chǎn)業(yè)發(fā)展中的具體問題,進行了可行性分析。康卡斯特由一家美國地方小公司起步,其通過跨地域橫向兼并重組模式,在聚集大量規(guī)模用戶的基礎(chǔ)上,構(gòu)建其核心產(chǎn)業(yè)鏈,增加其產(chǎn)業(yè)附加值,完成了其全產(chǎn)業(yè)鏈的打造,成為了傳媒巨頭。而在國內(nèi)的政策環(huán)境中,湖南廣電產(chǎn)業(yè)的主要代表湖南電廣傳媒公司,其發(fā)展模式同康卡斯特公司比較相似,其率先開始了對省網(wǎng)整合的改造,積極的進行產(chǎn)業(yè)集團化運作,但在其整合過程中還存在諸多問題,對于全省一網(wǎng)的打造計劃也進展有限。因此本文在對湖南廣電發(fā)展模式進行分析時,選擇了康卡斯特(Comcast)公司的成功發(fā)展模式,分析其發(fā)展路徑和優(yōu)勢,并加以借鑒分析,其積極進行跨地域整合,打造跨州域合作機制,引入優(yōu)勢資源與先進人才,其發(fā)展模式值得借鑒學習。此外本文通過DEA分析的方法,從實證分析的角度對相關(guān)問題進行了進一步論證。 針對湖南廣電出現(xiàn)的主要問題,本文結(jié)合相關(guān)企業(yè)的發(fā)展路徑,提出了發(fā)展的可行路徑及建議,包括跨區(qū)域橫向整合打造核心產(chǎn)業(yè)鏈,跨產(chǎn)業(yè)鏈縱向整合打造全產(chǎn)業(yè)鏈,以及在推動整合的過程中,面對資金的匱乏,合理引入產(chǎn)業(yè)基金等資本的力量,進行良性循環(huán)。
[Abstract]:In the course of the development of radio and television industry, the industry chain of radio and television industry has been characterized by small, scattered, chaotic and so on. The radio and television systems of provinces, cities, and states are independent of each other, and the low-end industrial chains are built repeatedly. It was not until 2011 that provinces across the country basically completed the integration of provincial networks and realized "one province, one network". Compared with the development path of foreign radio and television industry, the development of Chinese radio and television industry is still in the stage of "national network" integration. However, due to its top-down model, the radio and television industry in our country lacks the guidance of "invisible", and fails to allow the market to play a decisive role in the allocation of resources. In order to realize the prosperity and development of the radio and television industry, There are many questions to think about. Starting from the problems of Hunan radio and television industry and aiming at the specific difficulties of development, this paper leads to the development model of Comcast.For this model, it aims at the specific problems in the development of radio and television industry. Comcast was started by a small American local company. It built its core industry chain and increased its industry added value on the basis of gathering a large number of large scale users through cross-regional horizontal merger and reorganization model. It has completed the construction of its entire industrial chain and become a media magnate. In the domestic policy environment, Hunan TV & Broadcast Intermediary, the main representative of the Hunan radio and television industry, has a development model similar to that of Comcast. It took the lead in the transformation of the integration of the provincial network and actively carried out the operation of industrial collectivization. However, there are still many problems in the process of integration. Therefore, when analyzing the development mode of Hunan Radio and Television Company, this paper chooses the successful development mode of Comcast Company, analyzes its development path and advantages, and uses it for reference. Its development model is worth learning by actively integrating across regions, creating cross-state cooperation mechanism, introducing superior resources and advanced talents. In addition, this paper adopts the method of DEA analysis. From the perspective of empirical analysis, the related issues are further demonstrated. In view of the main problems of Hunan Radio and Television, this paper combines the development path of related enterprises, and puts forward the feasible development path and suggestions, including cross-regional horizontal integration to create the core industrial chain, cross-industrial chain vertical integration to create the entire industrial chain. And in the process of promoting integration, facing the lack of funds, reasonable introduction of industrial funds and other capital forces, virtuous circle.
【學位授予單位】：云南大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：G229.2

【共引文獻】

相關(guān)博士學位論文 前10條

1 王巖;職業(yè)體育聯(lián)盟的經(jīng)濟分析[D];上海體育學院;2010年

2 汝安;武術(shù)創(chuàng)意產(chǎn)業(yè)的發(fā)展研究[D];上海體育學院;2010年

3 王曉輝;中國產(chǎn)業(yè)結(jié)構(gòu)的動態(tài)投入產(chǎn)出模型分析[D];哈爾濱工程大學;2010年

4 吳越;我國產(chǎn)融結(jié)合的有效性研究[D];西北大學;2010年

5 張映芹;制度理性與福利公正[D];陜西師范大學;2010年

6 李玉鳳;黑龍江省產(chǎn)業(yè)結(jié)構(gòu)優(yōu)化及仿真[D];哈爾濱理工大學;2009年

7 金勝勇;目標導向型圖書館信息資源共建共享理論體系研究[D];南開大學;2010年

8 高涵;法蘭克福學派的知識社會學思想研究[D];南開大學;2010年

9 李國鋒;港口業(yè)的跨國并購研究[D];南開大學;2010年

10 李增軍;港口企業(yè)和諧網(wǎng)絡(luò)運作機理及其對企業(yè)成長績效影響研究[D];南開大學;2010年

，

本文編號：1597115