The Application of Disruptive Innovation Theory on the Business Strategies of Television & Digital Content Enterprises
Date Issued
2006
Date
2006
Author(s)
Wu, Shoei-muh
DOI
zh-TW
Abstract
This study is to discuss the business strategies of Taiwan’s TV & digital content entrepreneurs on the impact of “mega media Tide” under the environment of “Digital Convergence” &“Technic Integration”。
According to the analysis of bibliography of Innovation Theories，the researcher selects the “Disruptive Theory” of Clayton M. Christensen , Scott D. Anthony & Erik A. Roth to interpret the competitive situation, variable footprints & winning strategies of TV & digital content enterprises.
Facing to chaotic & flourishing digital TV & content markets, the business managers of digital convergence corporate ought to consider how to resolute the bottlenecks & obstacles of TV & Broad-band markets, They must satisfy consumers needs, wants & demands, otherwise they will fade away from the markets. This study is to prompt the businessmen of this market’s to develop potential consumers by using both low-hierarchy market’s disruptive innovations & new market’s disruptive innovations strategy. What’s the new opportunities of the innovation？ Where is the target audience of digital broadband service? This study by researching disruptive innovation theories and analyzing innovative cases, this thesis provides TV & digital contents managers with operation frameworks to assist business innovators for their furthermore success.
It suggests ten new definitions of innovation which explain disruptive innovation with historical real examples that different from the former knowledge such as the most innovations are very fair, if you could give the new capacity or usage of resources you would
be innovators if you could. Change the manufacture procedures or service process it should construct innovative behaviors. Both science & technical innovations & social or economic innovations are creative new resources. The Latter is more important & more influent than the former. Innovations are not high risk mission but the procedures of “resources enlargement”. The source of innovations are face to changes，& do changes etc.
The conclusions of this thesis have two dimensions one is the innovations of consumer’s dimensions, which includes：
1.Demand-oriented consumers (needs, want & demands)
2.Value-oriented consumers.(basic, usage & add values)
3.Price-oriented consumers(Low，High & Free Prices)
The other is managerial dimensions, which includes：
1.Focus on transaction technics (Product attributes & individual attributes)
2.Focus on operate services(Interactive, data base,& environment attribute services)
The different strategies satisfy different consumers.
This thesis also provides studying suggestions concerning Innovation strategies, in case, the researchers suggests two parts of individual innovative strategies the first is “TV programming arrangement strategies” which include 3 categories & 10 strategies.
1.sustaining Innovations：
Stripe Programming（帶狀策略）
Checkerboard Programming（棋盤策略）
Hammocking Programming（吊床策略）
Block Programming（區段策略）
2.New marketing disruptive innovations：
Counter Programming（反向策略）
Lead in Programming（導入策略）
Tent-Poling Programming（帳棚策略）
3.Low-hierarchy marketing disruptive innovations：
Stunting Programming（阻擾策略）
Bridging Programming（橋樑策略）
Head to head Programming（針鋒相對策略）
The second is “Digital Broadband Pricing Strategies, which include 3 Categories & 13 strategies:
1.Sustaining Innovations：
Flat Pricing（單價位策略）
Priority Pricing（優先價位策略）
Reservation Pricing（預定價位策略）
Time of Day Pricing（時段差別價位策略）
2.New marketing disruptive innovations：
Transport Auction（傳輸拍賣策略）
Dynamic Bandwidth Allocation（動態頻寬策略）
3.Low hierarchy marketing disruptive innovations：
Discriminate Pricing（差別定價策略）
Quantity Discounts（數量折扣策略）
Two-Part Tariff（二階段費率策略）
Block Tariff（區段費率策略）
A product line of Partial Substitutes（可替代性產品線定價策略）
Bundle Pricing（組合定價策略）
Temporal Price Discrimination（時間性差別定價策略）
The other suggestions of this paper are concerned with integrating synergy strategy of TV & Digital content corporations, which include：
1.Flexibility & High-vision strategy.
2.Value & new Segmentation strategy.
3.Preemption & Marketing pacemaker strategy.
4.Organizational Learning & Team-development strategy.
5.Struggle-up & Competiveness Strategy.
This study also notices & mentions “7 passive existent innovative opportunities”：
1.to manipulate the accident issues.
2.to find the incongruity between markets.
3.to prompt the necessary innovation which is based on procedure creativeness.
4.to understand the variabilities of industries & marketing structure.
5.to utilize the mobilization of marketing populations according to survey & statistics.
6.to consider the consumer’s motivated emotion & value-viewpoints.
7.to absorb new knowledge.
Studying, searching & finding” All possible innovative opportunities” by filtering “ideal funnel” to dismiss the quantity and guaranty the quality of innovations is important.
Do the best & be the first with sophiscated thought & foresight vision the innovator-especially disruptive innovators is the “Last winner among TV & digital content providers.
Subjects
破壞性創新
維持性創新
數位內容產業
類比和數位電視
競爭策略
數位匯流
多媒體隨選視訊
創意漏斗
壓縮
寬頻。
Disruptive Innovation
Sustaining Innovation
Digital Content Enterprise
Digital & Analog TV
Competitive Strategy
Digital Convergence
Multi-media On Demand
Idea Funnel
Broadband
MEPG..
Type
other
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