O2O Business Strategy for the Transformation of Print Media

Media in Taiwan are currently in the midst of a period of transformation that is designed to respond to changes in the media environment and among user audiences. Spending on advertising in print media (i.e., magazines and newspapers) fell by an average of more than 20% compared to the previous year as digital media continue expanding strongly as expected. Thus players in the print media will find they need to revamp their business strategies and develop more innovative business models that will be better tailored to meet conditions in an era of integrated reality and fleeting bright spots. This study looks at print media in Taiwan and overseas during this transition period, looking at the modes and contents of advertising revenue models as well as a case-by-case analysis of examples from US newspapers and the British daily The Economist, in context with changes taking place among Chinese business titles as well. It also incorporates in-depth interviews with media experts and management figures from the United Daily News. Here again the emphasis is on policies being implemented to deal with the situation in the current transition phase including new media business models and suitable examples of creative thinking in Taiwanese print media. The study looks at innovative service tools and digital management projects, exploring various critical factors that should lead to success and minimize the effect of weaknesses in the current environment. Once this has been done we apply appropriate media management methods to find unique paths that lead to the most profitable mode for developing advertising during this transition period. Digitized print media is only one small part of the many types of media undergoing transformation. Other trends include increased interest in core-value extended business development, integrated reality events involving the business community, manufacturing research reports and extensions into other industries, and mergers and acquisitions and the creative opportunities they generate in their respective industries. All of these angles serve to offer guidelines for print media in finding directions to follow during the transition period. Finally, Brain magazine makes practical use of the ‘Internet +’ ‘ O2O’ approach to capture the essence of transformation models, find play modes and core values, and construct a network of integrated reality platforms for adaptation and use by marketing communications specialists.