【摘要】：隨著互聯(lián)網(wǎng)的普及和發(fā)展,網(wǎng)絡(luò)視頻日益改變著人們的網(wǎng)絡(luò)生活形態(tài),成為最受歡迎的網(wǎng)絡(luò)服務(wù)之一。網(wǎng)絡(luò)視頻市場(chǎng)首先形成于商業(yè)視頻網(wǎng)站,經(jīng)歷六年的生存與淘汰、整合與洗牌之后,格局初定。2009年,國(guó)家廣電總局率眾傳統(tǒng)主流媒體進(jìn)駐網(wǎng)絡(luò)視頻市場(chǎng),大力發(fā)展網(wǎng)絡(luò)視聽(tīng)節(jié)目,如今已過(guò)三年,它們身處怎樣的行業(yè)環(huán)境?具備何種競(jìng)爭(zhēng)力?如何運(yùn)營(yíng)和發(fā)展?這都是本文研究的重點(diǎn)。 本文引言部分對(duì)文章的關(guān)鍵概念進(jìn)行了定義,對(duì)網(wǎng)絡(luò)視頻市場(chǎng)的發(fā)展特征做了詳細(xì)的闡述,并指出本文研究的主要內(nèi)容及意義所在。 第一章運(yùn)用邁克爾·波特的五力分析模型,對(duì)網(wǎng)絡(luò)視頻的行業(yè)環(huán)境做出分析,由于行業(yè)門(mén)檻較高,外部競(jìng)爭(zhēng)壓力相對(duì)較小,而由于用戶(hù)粘性低、盜版橫行等問(wèn)題,行業(yè)內(nèi)部競(jìng)爭(zhēng)格外激烈。 第二章從內(nèi)容、品牌、資本及政策方面對(duì)主流媒體發(fā)展網(wǎng)絡(luò)視聽(tīng)節(jié)目的優(yōu)勢(shì)和劣勢(shì)進(jìn)行了分析。由于內(nèi)容定位的不同,主流媒體的網(wǎng)絡(luò)視聽(tīng)節(jié)目憑借在新聞資訊以及正版獨(dú)家內(nèi)容方面的優(yōu)勢(shì),與商業(yè)視頻網(wǎng)站進(jìn)行差異化經(jīng)營(yíng)戰(zhàn)略。得益于“臺(tái)網(wǎng)綁定”的模式,主流媒體網(wǎng)絡(luò)視聽(tīng)節(jié)目的發(fā)展在品牌、資本和政策上都有得天獨(dú)厚的優(yōu)勢(shì),正所謂“背靠大樹(shù)好乘涼”。 第三章從“攻”“防”兩端對(duì)主流媒體網(wǎng)絡(luò)視聽(tīng)節(jié)目的市場(chǎng)營(yíng)銷(xiāo)策略進(jìn)行分析,發(fā)現(xiàn)受制度限制,主流媒體在營(yíng)銷(xiāo)方面不如商業(yè)媒體積極活躍,缺乏創(chuàng)新和危機(jī)意識(shí),這也是為什么主流媒體的網(wǎng)絡(luò)視聽(tīng)節(jié)目在發(fā)展了三年之后,仍然游離于受眾視線以外,缺少品牌認(rèn)知度的原因之一。 第四章從廣告收入、用戶(hù)付費(fèi)及內(nèi)容授權(quán)三個(gè)方面對(duì)主流媒體網(wǎng)絡(luò)視聽(tīng)節(jié)目發(fā)展的盈利模式進(jìn)行了探析。目前,商業(yè)視頻網(wǎng)站均報(bào)虧損,基本沒(méi)有實(shí)現(xiàn)盈利,文中采用三種通行的模式進(jìn)行分析,認(rèn)為內(nèi)容授權(quán)模式是主流媒體應(yīng)大力嘗試的路線。 第五章對(duì)主流媒體網(wǎng)絡(luò)視聽(tīng)節(jié)目發(fā)展的市場(chǎng)前景進(jìn)行了展望,認(rèn)為合作是當(dāng)前視頻網(wǎng)站發(fā)展的主流,積極嘗試與同行合作、與他行合作,實(shí)現(xiàn)資源的優(yōu)化配置,提高自身競(jìng)爭(zhēng)力。
[Abstract]:With the popularization and development of the Internet, the network video is changing people's network life form day by day and becoming one of the most popular network services. The network video market was first formed in commercial video websites. After six years of survival and elimination, integration and reshuffle, the pattern was initially decided. In 2009, the State Administration of Radio, Film and Television led a large number of traditional mainstream media to enter the network video market. Develop network audiovisual program energetically, now have passed 3 years, what kind of industry environment are they in? What kind of competitiveness is there? How to operate and develop? This is the focus of this paper. The introduction defines the key concepts of the article, describes the characteristics of the development of the network video market in detail, and points out the main content and significance of this paper. The first chapter uses Michael Porter's five-force analysis model to analyze the industry environment of network video. Because of the higher industry threshold, the relatively small external competition pressure, but due to low user stickiness, piracy and other problems. Competition within the industry is particularly fierce. The second chapter analyzes the advantages and disadvantages of the mainstream media in the development of network audiovisual programs from the aspects of content, brand, capital and policy. Because of the difference of content orientation, the mainstream media network audio-visual programs are different from commercial video websites by virtue of their advantages in news information and authentic exclusive content. Thanks to the "network binding" model, the development of mainstream media network audiovisual programs has unique advantages in brand, capital and policy. The third chapter analyzes the marketing strategy of the mainstream media network audio-visual programs from both ends of "attack" and "defense", and finds that the mainstream media is less active in marketing than commercial media, lacking in innovation and crisis consciousness. This is one of the reasons why the mainstream media network audiovisual programs, after three years of development, are still out of sight of the audience and lack brand recognition. Chapter four analyzes the profit model of the development of mainstream media network audio-visual programs from three aspects: advertising revenue, user payment and content authorization. At present, commercial video websites all report losses, basically have not realized profit, this article adopts three kinds of prevailing mode to carry on the analysis, thinks that the content authorization mode is the mainstream media should try hard the route. The fifth chapter looks forward to the market prospect of the development of the mainstream media network audio-visual programs, thinks that the cooperation is the mainstream of the current video website development, actively tries to cooperate with peers, cooperate with other banks to achieve the optimal allocation of resources. Improve one's own competitiveness.
【學(xué)位授予單位】：華中師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類(lèi)號(hào)】：G206

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