数字化时代广播电台媒体融合的挑战与前景

在数字化快速发展的当代,广播电台面临着前所未有的融合挑战和机遇,需要适应新媒体环境,创新内容与技术,以保持其独特性和影响力。本文探讨了数字化时代广播电台媒体融合的挑战与前景。加强新媒体平台的布局和创新对于提升广播电视的覆盖和影响力至关重要;深化内容IP的开发和运用能够为广播电台带来更广阔的市场和受众群体;推动媒体智库建设和应用,有助于提高内容的专业性和深度;融合数字技术来优化媒体经营模式,是提升广播电台竞争力的关键。这些策略对广播电台在数字化时代中继续保持其影响力和竞争力至关重要。

外资传媒中国攻略

作为全球最大的发展中国家，中国有着五千年的历史文化资源、惊人的经济增长速度、13亿消费人群。而这个世界未来的制造中心和消费大国，其传媒业却刚刚起步。在中国开垦传媒产业，意味着高额的媒介市场回报。因此，大批国际传媒集团看好中国市场，并纷纷进入中国。无论是资本规模、运作机制，还是经营理念，这些国际传媒集团都占有很大优势。它们已与国内媒体在新闻资源、受众群体、广告市场和人才竞争方面展开了激烈的争夺。

Innovative Business Modelsinthe Morden Media Industry

In the modem media industry, in addition to the traditional business model of proprietary products selling, there are a number of new business models that involve free distribution of whole products, or some parts of the products. The advantage of the open business model is in the value creation by a large community of developers, whereas the proprietary business model means a simpler form of value capture. However, open and closed business models can not exist in pure form： the proprietary model does not give enough space for innovation, while the open model gives insufficient opportunities for generating profit. An investigation of the problem of optimal business model choice at the monopolistic market indicates that the fully closed business model is less efficient than the model with the closed core and open extensions; it is profitable for any firm to open all of those ideas and technologies that can not be used without the base module; the completely open business model is optimal if and only if a substantial part of the consumer value is determined by additional services or innovative activity of the users.

新创栏目的品牌化生存策略——兼谈《21@21》的品牌竞争力

本文通过对上海东方卫视《21@21》栏目品牌竞争力的探讨,力在剖析品牌栏目的市场竞争力何在。品牌竞争力之一:差异化发展战略打造"唯一性"品牌竞争力之二:稳定高效的"品牌背书者"——东方卫视;品牌竞争力之三:嘉宾与主持人品牌对位互动;品牌竞争力之四:国际水准的制作团队;品牌竞争力之五:跨媒体经营运作模式。最终得出结论:只有认真分析栏目所处位势的优劣条件,积极采取应对措施,缩短栏目由品牌挑战者转入品牌领导者的时间,才能降低风险指数,增加胜算。这是《21@21》品牌化之路的当务之急。