【摘要】：改革開(kāi)放后,中國(guó)期刊業(yè)迎來(lái)新一輪發(fā)展,經(jīng)過(guò)了產(chǎn)品形成期、行業(yè)成長(zhǎng)期和產(chǎn)業(yè)形成期。最近一兩年,中國(guó)期刊業(yè)面臨諸多困境,如意識(shí)形態(tài)管理趨緊、新媒體新技術(shù)導(dǎo)致的讀者媒體消費(fèi)習(xí)慣的變化、產(chǎn)業(yè)鏈多個(gè)環(huán)節(jié)出現(xiàn)疲軟態(tài)勢(shì)、競(jìng)爭(zhēng)成本迅速上升等,同時(shí),絕大多數(shù)期刊社資源與能力沒(méi)有得到改善,管理粗放、人力資源匱乏、效益低下,更不利的是,當(dāng)面對(duì)外部環(huán)境變化時(shí),組織難以應(yīng)對(duì)。 《南風(fēng)窗》創(chuàng)刊于1985年,目前是中國(guó)新聞?lì)愲s志發(fā)行量最大的雜志之一,其發(fā)展歷程、目前的運(yùn)營(yíng)狀況在新聞?lì)惼诳芯哂衅毡樾院痛硇�。�?chuàng)刊以來(lái)的《南風(fēng)窗》經(jīng)歷了兩次辦刊高峰期,也經(jīng)歷過(guò)長(zhǎng)達(dá)9年低谷時(shí)期。回顧辦刊歷程,可以看出,辦刊高峰期均是刊物定位明確的時(shí)期,而低谷期恰是定位模糊、飄忽不定的時(shí)期。于是,在新的市場(chǎng)環(huán)境和內(nèi)部資源變化的前提下,對(duì)南風(fēng)窗雜志社的戰(zhàn)略定位進(jìn)行研究顯得十分重要。 本文以戰(zhàn)略管理理論框架為依據(jù),結(jié)合大量一手?jǐn)?shù)據(jù)、資料,運(yùn)用管理學(xué)研究工具對(duì)南風(fēng)窗雜志社面臨的宏觀環(huán)境、自身能力與資源進(jìn)行研究,在宏觀環(huán)境和行業(yè)環(huán)境研究的前提下,提出南風(fēng)窗雜志社目前的獨(dú)特資源是“龐大的訂戶群”,核心能力是“提供理性的觀點(diǎn)與分析”。在結(jié)合國(guó)內(nèi)外同類期刊發(fā)展戰(zhàn)略的基礎(chǔ)上,本文認(rèn)為,南風(fēng)窗雜志社應(yīng)從出版單一產(chǎn)品的雜志社定位成為涵蓋期刊出版、圖書(shū)出版、信息服務(wù)、活動(dòng)組織等業(yè)務(wù)的傳媒集團(tuán)。
[Abstract]:After reform and opening up, China's periodical industry ushered in a new round of development, after the product formation period, industry growth period and industry formation period. In the last year or two, the Chinese periodical industry has faced many difficulties, such as the tightening of ideological management, the changes in the consumer habits of readers' media caused by new media and new technologies, the weakness of many links in the industrial chain, the rapid rise in competitive costs, and so on. The vast majority of periodical agencies have not improved their resources and abilities, their management is extensive, their human resources are scarce, their benefits are low, and what's more, when facing the change of external environment, the organization is difficult to cope with. Nanfeng window, which was founded in 1985, is one of the most widely distributed magazines in China. Its development and operation are universal and representative. Since its inception, Nanfeng window has experienced two peak periods and nine-year low periods. From the review of the running process, we can see that the peak period is a period of definite positioning, while the low period is a period of vague and uncertain positioning. Therefore, under the premise of the new market environment and the change of internal resources, it is very important to study the strategic orientation of Nanfeng magazine. Based on the theoretical framework of strategic management, combined with a large number of primary data and data, this paper uses management research tools to study the macro environment, ability and resources of Nanfeng window magazine. Based on the research of macro environment and industry environment, this paper points out that the unique resource of Nanfeng window magazine is "huge subscriber group" and its core competence is "providing rational viewpoint and analysis". On the basis of the development strategy of similar periodicals at home and abroad, this paper holds that Nanfeng window magazine should become a media group covering periodical publishing, book publishing, information service, activity organization and so on from the position of publishing magazine with a single product.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2011
【分類號(hào)】：G239.22-F

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本文編號(hào)：2306716