媒体管理概论-组织.ppt

WANGHong,TVDept.CUC,1,媒体管理概论第二部分媒体组织,WANGHong,TVDept.CUC,2,媒介行业Star模型2.1战略2.2组织结构2.3人员发展,WANGHong,TVDept.CUC,3,媒介:一个，还是多个行业？,WANGHong,TVDept.CUC,4,媒介行业多样的多变的快节奏的,WANGHong,TVDept.CUC,5,媒介行业的主要细分方式：主要的收入来源出售的产品和服务发布的频道目标群体顾客互动的程度下级划分：运用极其不同的商业模式如：电视免费（商业）电视、公共广播和各种形式的付费电视。地面转播的、卫星电视、有线电视网络，或者互联网节目流。,WANGHong,TVDept.CUC,6,媒介领域传统方式印刷产品：书、报纸和杂志电子产品：电影、电视、广播、游戏、音乐、互联网和移动内容,WANGHong,TVDept.CUC,7,其它方面:易变性顾客范围内容种类价值链中的位置顾客焦点收入模式,WANGHong,TVDept.CUC,8,易变性某些媒介领域是强烈地靠成功驱动的。由于依赖于公司是否能制造轰动一时的产品，销售额和利润可能会变化很大。如：现代音乐和电影、消费书和杂志（为了其新的发布会而准备的）。成功驱动的行业,WANGHong,TVDept.CUC,9,易变性2.有些领域依靠稳定的消费模式如：报纸已被普遍接受的杂志，其销售额确实是每一期都在变化的取决于话题如何，但是总体来说，变动是有限的。,WANGHong,TVDept.CUC,10,易变性电视频道和小报处于成功推动和稳定消费之间的某个位置。,WANGHong,TVDept.CUC,11,成功驱动,稳定的消费模式,电视频道和小报,易变性,WANGHong,TVDept.CUC,12,顾客范围典型的大众媒介赢利模式基于最大化其所获得的使用者如：在广泛界定的目标范围内的消费者数量不了解具体的个人。如：开路电视和单一拷贝的报纸或杂志。关键的技能在于理解媒介使用者的需要，可通过市场研究，精细调整内容，满足需要的整合/包装以及对产品的大众市场推广,WANGHong,TVDept.CUC,13,顾客范围2.其它领域关注于同其使用者建立个别的关系，媒体知道使用者的名字和地址。这些领域的焦点在于获取最有利可图的顾客，充分利用用户平均收益（ARPUaveragerevenueperuser）和减少订户的损失。如：订阅的印刷产品、付费有线电视运营商，或互联网服务供应商。.,WANGHong,TVDept.CUC,14,内容种类聚焦于新闻和信息的媒体专门作娱乐的媒体混合提供聚焦于新闻的企业不得不应对政治的敏感性，并在保证客观性上要严格得多。如：日报、新闻频道、商业杂志。,WANGHong,TVDept.CUC,15,在价值链中的位置仅仅有几种媒介企业是真正自己制造内容的：报纸、杂志和电影。大多数的媒介是在做辨别有吸引力的内容、包装它，再推广它的事情。如：CD、电视编排、报纸和杂志的版面设计有些发布者，那些经营平台的公司，一方面管理基础设施，另一方面建立和具体的终端用户的关系。如：有线电视、互联网服务商或卫星天线提供商,WANGHong,TVDept.CUC,16,顾客焦点1.以商业为目标的媒体公司-从事教育，或学术，金融或商业信息的机构2.以终端个人客户为目标的公司每一种标准都需要考虑到不同的焦点，如内容、销售额和市场推广的方法。,WANGHong,TVDept.CUC,17,收入模式以广告为收入来源的媒体（广告媒体）很多媒体业务至少是部分地有广告来资助的。如：免费电视、报纸（尤其是大开本报纸），和特定类型的杂志，如高端时装杂志。客户收益资助的媒体一些媒体大部分是通过客户收益资助的。如：以订户为基础的，或单本拷贝为基础的,WANGHong,TVDept.CUC,18,不同的收入在媒体领域中是分开的。Thedifferentrevenuesplitsoutacrossmediasectors.依靠收入来源，其对内容、市场推广和销售都有深远的含义。-媒体公司要考虑广告商的目标群体吗？,WANGHong,TVDept.CUC,19,媒介行业的共性几乎所有的媒介企业都面临五中主要的挑战：管理短命的产品处理三方市场界面应对易变性处理多样的本地市场，而不是真正的国际市场平衡彼此冲突的经济和更多的社会目标,WANGHong,TVDept.CUC,20,短命的商品：内容内容首先是无形的，并依赖于时尚、潮流和灵感。常常每天都要创造新的，而且大多是短命的（除了几个经久不衰的）。如：体育或新闻的直播。例子:a.一般说来，一个电视频道的内容组合有三到五年的寿命，除了几个走红的节目，如幸运轮、好日子，坏日子。b.核心印刷品，如：Elle内容一直在变化以反应最近的新闻和潮流。,WANGHong,TVDept.CUC,21,结论：与大多数其它行业的个案不同，今天的媒体赢家更有可能是明天的失败者。创造的过程受制于快速且频繁的变化，处于这一过程的顶端的挑战，使得媒介成为“人的行业”。,WANGHong,TVDept.CUC,22,媒介参与者在三个不同的市场竞争,最终消费者,作者,广告商,媒体公司,发行/覆盖价格收入订户收入票,作者和艺术家的合约许可和版权交易内容辛迪加,播出时间和广告空间销售活动赞助,来源:McKinseyanalyses,WANGHong,TVDept.CUC,23,2.ComplexmarketstructureMediacompaniesgenerallycompeteonthreefronts:Forcompellingcontent(authormarket)Forend-consumerattentionandspending(consumermarket)Forcorporatemarketingbudgets(advertisersandsponsorsmarket)Publisherstryingtoequallyattractivetoaudiencesasdiverseaswriters,readersandadvertisersmustbalancetheireffortsverycarefullyandoftenstillrunintoconflictsofinterest.,WANGHong,TVDept.CUC,24,3.Mediaindustry-veryvolatileincomparisontootherindustriesIndustryrevenuestendtobecyclicalAdvertisingspend,especially,isstronglycorrelatedtoGDP,WANGHong,TVDept.CUC,25,Revenuesareingeneralalsoverydependentonsinglehits.Inmanycases,creatingandmarketingnewproductssuchasTVshows,CDsorfilmsinvolveshighuncertaintyastoconsumeracceptance.Example:80%ofthenewprime-timeshowsintheUSAarenotrenewedforasecondseasonontheair.Highlevelofuncertainty,combinedwiththeindustryshighproductioncosts,presentsveryhighrisk,notunlikecaredevelopment.Asaresult,thesystematicriskcomponentofthecostofcapitalinthemediaindustry(calledBetainthefinancialjargon)issignificantlyaboveaverage.,WANGHong,TVDept.CUC,26,4.Mediamarkets:local,ratherthanglobal,contentmarketsOnlyafewcharactershaveglobalappeal,suchasMickeyMouse.Ofthetop20best-ratedTVshowsinEurope,itiscommonthat80to90%arelocal.Onlythosepan-Europeanchannelswithuniquelycompellingbrandsandcontentcanattractlargeadvertisingbudgets,suchasEurosport.ThelargestUSmediacompanieshavehadsofaronlylimitedsuccessintheirgeographicexpansion,andhavenotmanagedtogenerateasubstantialshareoftheirrevenuesoutsidetheUSAandrelatedEnglish-speakingmarkets.,WANGHong,TVDept.CUC,27,5.Mediacompanies:importantroleMediacompaniesplayanimportantroleinsocietyastheyfilterandcommentoninformationanddeterminethequalityofentertainmentoffered.Media:organizationswithsocialresponsibility?Howtobalancethesocialresponsibilitywithprofit-maximizingobjectives.Theyoftenhavetocopewithpoliticalpressureandpowerplays.Mediacompanieshavetohaveobjectiveswhichgobeyondeconomicvaluecreationandhaveavisiononhowtheyshouldcontributetosociety.Thisisuncommonformediacompanies-especiallythosethatareprivatelyowned,andalsoforsomepubliclylistedcompanies.,WANGHong,TVDept.CUC,28,TheUniqueCharacteristicsofMediaFirms,WANGHong,TVDept.CUC,29,TheUniqueCharacteristicsofMediaFirmsNatureoftheproductTypesofEmployeesSpecialorganizationalfactorsinmediacompaniesMediasuniqueroleinsocietyBlurringoflinesbetweentraditionalmedia,WANGHong,TVDept.CUC,30,NatureoftheproductMostmediafirmsproduceaperishablecommodityinformationonceamessagereachesitsaudienceitlosesmuchofitsvalue.Effectiveness,timeliness,andperishablilityarecloselyintertwined.,WANGHong,TVDept.CUC,31,Implications:Mediacompaniesmustproduceanewproductduringeveryproductioncycle.-nonmedia:anychangesbetweencycleareusuallymadeinthepackagingoftheproduct,notcontent.-media:thepackagingremainsthesame,butthecontentoftheproductmustbedevelopedfromscratch.Itcreatesenormousdeadlinepressure,whichdemandsahighlycoordinatedworkflow.Itrequiresconstantcreativityandinnovationonthepartofmediaworkers.,WANGHong,TVDept.CUC,32,TypesofEmployeesThenatureofaninformationproductdemandsthat:thestaffshouldbeeducated,professional,extremelyhardworking,and,inmanycases,verycreative.Mostlytheydonotworkatworkplaceunderthesupervisionofmanagers.Messagedevelopmentisnotarepetitiveprocess,soexperiencedprofessionalscannotteachnewworkersexactlyhowtowriteastoryorcreateanadvertisement.Manymediaemployeesviewthemselvesasmembersofaprofession,notasworkersfortheiremployer.,WANGHong,TVDept.CUC,33,SpecialorganizationalfactorsinmediacompaniesAflexible,horizontalstructureismoresuitabletomediafirmsthanthetraditional,rigid,verticalhierarchy.Thestructuremustaccomplishtwosomewhatcontradictoryobjectives:1.producingmediaproductsinanorderlyfashionsocrucialproductiondeadlinescanbemet,2.producingmediaproductscontainingfresh,innovative,informative,high-qualitymessages.,WANGHong,TVDept.CUC,34,MediasuniqueroleinsocietyWatchdogsandinterpretersofpublicissuesandeventsManystatutesaredirectedatthemedia:copyright,libel,slander,defamation,shield,andprivacy.,WANGHong,TVDept.CUC,35,ResultsbroughtbytheuniqueroleInformationcompaniesarefarmorevisiblethanmostbusinesses.Moreattentionisgiventothemistakesofthemedia.Morestatusbroughtbytheorganizationwhichisgrantedapowerfulanduniqueroleinthissocietybytheenvironment.Intheinformation-basedsociety,themediahaveadisproportionate,particularlyvisible,andofteninfluentialrole.,WANGHong,TVDept.CUC,36,BlurringoflinesbetweentraditionalmediaAmediacompanyistodaymoreacompanywhichoperatesindifferentmediasectorsatthesametime.Mediaconvergence,WANGHong,TVDept.CUC,37,Basicconceptsandmodelsinmanagement,WANGHong,TVDept.CUC,38,Definition:ValueChainAvaluechainisachainofactivities.Productspassthroughallactivitiesofthechaininorderandateachactivitytheproductgainssomevalue.Thechainofactivitiesgivestheproductsmoreaddedvaluethanthesumofaddedvaluesofallactivities.,WANGHong,TVDept.CUC,39,WANGHong,TVDept.CUC,40,Itisimportantnottomixtheconceptofthevaluechainwiththecostsoccurringthroughouttheactivities.Case:Adiamondcuttercanbeusedasanexampleofthedifference.Thecuttingactivitymayhavealowcost,buttheactivityaddsmuchofthevaluetotheendproduct,sincearoughdiamondissignificantlylessvaluablethanacutdiamond.,WANGHong,TVDept.CUC,41,WANGHong,TVDept.CUC,42,Model:PortersFiveForcesModelPortersfiveforcesanalysisisaframeworkfortheindustryanalysisandbusinessstrategydevelopmentdevelopedbyMichaelE.PorterofHarvardBusinessSchoolin1979.ItusesconceptsdevelopedinIndustrialOrganization(IO)economicstoderivefiveforceswhichdeterminethecompetitiveintensityandthereforeattractivenessofamarket.Attractivenessinthiscontextreferstotheoverallindustryprofitability.Anunattractiveindustryisonewherethecombinationofforcesactstodrivedownoverallprofitability.Averyunattractiveindustrywouldbeoneapproachingpurecompetition.,WANGHong,TVDept.CUC,43,WANGHong,TVDept.CUC,44,ThethreatofsubstituteproductsTheexistenceofclosesubstituteproductsincreasesthepropensity(倾向）ofcustomerstoswitchtoalternativesinresponsetopriceincreases(highelasticityofdemand).buyerpropensitytosubstituterelativepriceperformanceofsubstitutesbuyerswitchingcostsperceivedlevelofproductdifferentiation,WANGHong,TVDept.CUC,45,ThethreatoftheentryofnewcompetitorsProfitablemarketsthatyieldhighreturnswilldrawfirms.Thisresultsinmanynewentrants,whichwilleffectivelydecreaseprofitability.Unlesstheentryofnewfirmscanbeblockedbyincumbents(先入者，占市场份额较大的公司）,theprofitratewillfalltowardsacompetitivelevel(perfectcompetition).theexistenceofbarrierstoentry(patents,rights,etc.)economiesofproductdifferencesbrandequityswitchingcostsorsunkcostscapitalrequirementsaccesstodistributionabsolutecostadvantageslearningcurveadvantagesexpectedretaliationbyincumbentsgovernmentpolicies,WANGHong,TVDept.CUC,46,TheintensityofcompetitiverivalryFormostindustries,thisisthemajordeterminantofthecompetitivenessoftheindustry.Sometimesrivalscompeteaggressivelyandsometimesrivalscompeteinnon-pricedimensionssuchasinnovation,marketing,etc.numberofcompetitorsrateofindustrygrowthintermittentindustryovercapacityexitbarriersdiversityofcompetitorsinformationalcomplexityandasymmetryfixedcostallocationpervalueaddedlevelofadvertisingexpenseEconomiesofscaleSustainablecompetitiveadvantagethroughimprovisation,WANGHong,TVDept.CUC,47,ThebargainingpowerofcustomersAlsodescribedasthemarketofoutputs.Theabilityofcustomerstoputthefirmunderpressureanditalsoaffectsthecustomerssensitivitytopricechanges.buyerconcentrationtofirmconcentrationratiodegreeofdependencyuponexistingchannelsofdistributionbargainingleverage,particularlyinindustrieswithhighfixedcostsbuyervolumebuyerswitchingcostsrelativetofirmswitchingcostsbuyerinformationavailabilityabilitytobackwardintegrateavailabilityofexistingsubstituteproductsbuyerpricesensitivitydifferentialadvantage(uniqueness)ofindustryproducts,WANGHong,TVDept.CUC,48,ThebargainingpowerofsuppliersAlsodescribedasmarketofinputs.Suppliersofrawmaterials,components,labor,andservices(suchasexpertise)tothefirmcanbeasourceofpoweroverthefirm.Suppliersmayrefusetoworkwiththefirm,ore.g.chargeexcessivelyhighpricesforuniqueresources.supplierswitchingcostsrelativetofirmswitchingcostsdegreeofdifferentiationofinputspresenceofsubstituteinputssupplierconcentrationtofirmconcentrationratioemployeesolidarity(e.g.laborunions)threatofforwardintegrationbysuppliersrelativetothethreatofbackwardintegrationbyfirmscostofinputsrelativetosellingpriceoftheproduct.,WANGHong,TVDept.CUC,49,WANGHong,TVDept.CUC,50,Thesethreegenericstrategiesaredefinedalongtwodimensions:strategicscopeandstrategicstrength.Strategicscopeisademand-sidedimensionandlooksatthesizeandcompositionofthemarketyouintendtotarget.Strategicstrengthisasupply-sidedimensionandlooksatthestrengthorcorecompetencyofthefirm.Inparticularheidentifiedtwocompetenciesthathefeltweremostimportant:productdifferentiationandproductcost(efficiency).,WANGHong,TVDept.CUC,51,Theresource-basedviewofstrategicadvantageSource:JayB.Barney,Valuable?Rare?Costly/difficultWellexploitedCompetitivetoimitate?bythefirm?ImplicationNo-DisadvantageYesNo-ParityYesYesNoTemporaryadv.YesYesYesYesSustainableadvantage,WANGHong,TVDept.CUC,52,Organization,WANGHong,TVDept.CUC,53,OrganizationDefinition:Organizationsare:socialentitiesthataregoaldirected,aredesignedasdeliberatelystructuredandcoordinatedactivitysystems,andarelinkedtotheexternalenvironment.,WANGHong,TVDept.CUC,54,OrganizationAnorganizationexistswhenpeopleinteractwithoneanothertoperformessentialfunctionsthathelpattaingoals.,WANGHong,TVDept.CUC,55,AnInformation-ProcessingViewofOrganizations-Anorganizationprocessesinformationinordertocoordinateandcontrolitsactivities.-Information“channelscanbecreatedorabandoned,andtheircapacitiesandthetypesofsignalstobetransmittedoverthemaresubjecttochoice,achoicebasedonacomparisonofbenefitsandcosts”(Arrow,1974),WANGHong,TVDept.CUC,56,AnInformation-ProcessingViewofOrganizations-Organizationaldesignproblemisaninformation-processingproblem:”thegreatertheuncertaintyofthetask,thegreatertheamountofinformationthathastobeprocessedbetweendecisionmakers”(Galbraith,1974,p.28),WANGHong,TVDept.CUC,57,AnInformation-ProcessingViewofOrganizationsOrganizationdesign:-isanormativesciencethatfocusesoncreatinganorganizationtoobtaingivengoals.-hastomatchthedemandforinformationprocessingwiththeinformation-processingcapacityoftheorganization.,WANGHong,TVDept.CUC,58,Effectiveness:ifitrealizesitspurposeandaccomplishesitsgoals.Efficiency:ifitutilizestheleastamountofresourcesnecessarytoobtainitsproductsorservices.Viability:ifitexistsoveralongperiodoftime.,Threeparamountcriteriainorganizationdesign,WANGHong,TVDept.CUC,59,CriteriainOrganizationDesignEffectivenessismeasuredbyhowwelltheorganizationproducesgoodsorservicesthatarevalued,anexternalmeasure.-theorganizationsoutputsmustbedesiredbysomeone,eitheracustomerorthepublicatlarge.Efficiencyisincreasedwithfewerresourcesutilizedormoreproductscreated,isaninternalmeasure.,WANGHong,TVDept.CUC,60,EffectivenessEfficiencyEffectiveness:doingtherightthingEfficiency:doingitrightThefundamentalorganizationaldesignproblem:tostructuretheorganizationtobeefficient,effectiveandviable.Providegeneralguidanceinselectingappropriateorganizationalconfigurationsandorganizationalproperties.,WANGHong,TVDept.CUC,61,Organizationalfit:isameasureofhowwellthestructurefacilitatescoordinatedactivities-bothinternallyandexternally.Misfitoforganizationalstructure:thestructuredoesnotfacilitatetheneededcoordination.,WANGHong,TVDept.CUC,62,Fundamentaldesigncriterion:-theorganizationmustfittogethertoobtaincoordinatedactivities;-theorganizationmustfititsenvironmentandstrategysothatitsactivitiesmakeitviableinthelargerworld,WANGHong,TVDept.CUC,63,StaticOrganizationDesign-Basedonthepresentstrategytoresearchthepresentorganizationandtomakeitmoreeffectiveandefficiency,WANGHong,TVDept.CUC,64,Frameworkfororganizationdesign-isthefoundationonwhichacompanybasesitsdesignchoices-consistsofaseriesofdesignpoliciesthatiscontrollablebymanagementandcaninfluenceemployeebehavior-thepoliciesarethetoolswithwhichtheresearchercouldshapethedecisionsandbehaviorsoftheirorganizationeffectively,WANGHong,TVDept.CUC,65,WANGHong,TVDept.CUC,66,TheStarModel-Strategy,whichdeterminesdirection-Structure,whichdeterminesthelocationofdecision-makingpower-Process,whichhavetodowiththeflowofinformation,alsocalledcoordination-Rewardsandrewardssystems,whichinfluencethemotivationofpeopletoperformandaddressorganizationalgoals-People,whichinfluenceandfrequentlydefinetheemployeesmind-setsandskills,WANGHong,TVDept.CUC,67,WANGHong,TVDept.CUC,68,DesignProcess:1.DescribePresentStrategy2.DescribetheOrganization(focusonstructureandprocess)3.Analyzeandidentifytheproblemsoftheorganizationorthemisfitbetweenstrategyandstructure.4.Discussthewaystosolvetheproblems,reorganizeorcoordinate?,WANGHong,TVDept.CUC,69,DesignProcess:1.DescribePresentStrategy2.DescribetheOrganization(focusonstructure)3.Analyzeandidentifytheproblemsoftheorganizationorthemisfitbetweenstrategyandstructure.4.Discussthewaystosolvetheproblems,reorganizationorcoordinaton?,WANGHong,TVDept.CUC,70,“StructureFollowsStrategy”Chandler(1962),WANGHong,TVDept.CUC,71,MissionTheoverallgoalforanorganizationisoftencalledthemissiontheorganizationsreasonforexistence.Themissiondescribestheorganizationsvision,itssharedvaluesandbeliefs,anditsreasonforbeing.Itcanhaveapowerfulimpactonanorganization.mission=officialgoals,WANGHong,TVDept.CUC,72,OrganizationalStrategiesandDesignAstrategyisaplanforinteractingwiththecompetitiveenvironmenttoachieveorganizationalgoals.Goal:definewheretheorganizationwantstogoStrategies:definehowitwillgetthere.,WANGHong,TVDept.CUC,73,Example:Goal:15%annualsalesgrowth.Strategies:thatgoalmightincludeaggressiveadvertisingtoattractnewcustomers,motivatingsalespeopletoincreasetheaveragesizeofcustomerpurchases,etc.,WANGHong,TVDept.CUC,74,“StrategyFollowsStructure”?HallandSaias(1980),Frederickson(1984,1986),Kuhn(1979,1986),WANGHong,TVDept.CUC,75,SARFTTheStateAdministrationofRadio,FilmandTelevision,PropagandaDepartmentoftheCPCCentralCommittee,InformationOffice(StateCouncil)ForeignPropagandaOffice(CPCCentralCommittee),StateCouncil,Orders,directions,policiesandguideline,Appointment,Advertisers,Audience,ChinaCentralTelevisionCCTV,TimewithAudience,Money,InformationEntertainment,Attention&money,WANGHong,TVDept.CUC,76,CCTVsStrategy:Itsmission:themouthpieceoftheparty,governmentandthepublicItsgoals:basedonthefulfillmentofthemissiontomaximizetheprofitthroughbuildingfamouschannelbrandsinChina.Whataboutthepublic?,WANGHong,TVDept.CUC,77,DesignProcess:1.DescribePresentStrategy2.DescribetheOrganization(focusonstructure)3.Analyzeandidentifytheproblemsoftheorganizationorthemisfitbetweenstrategyandstructure.4.Discussthewaystosolvetheproblems,reorganizationorcoordinaton?,WANGHong,TVDept.CUC,78,ResearchPoint:OrganizationalStructure-Specialization-Shape-Distributionofpower-Departmentalization,WANGHong,TVDept.CUC,79,Specialization:-referstothetypesandnumbersofspecialtiestobeusedinperformingthework.Shape:-determinedbythenumberofpeopleformingdepartmentsateachhierarchicallevel.thenumberofpeopleinadepartment:spanofcontrol,WANGHong,TVDept.CUC,80,DistributionofPower:Verticaldistributionofdecision-makingpowerandauthoritycentralizationordecentralizationHorizontaldistributionofpowertheleaderneedstoshiftpowertothedepartmentdealingwithmission-criticalissues,WANGHong,TVDept.CUC,81,DepartmentalizationorConfiguration:-referstothechoiceofdepartmentstointegratethespecializedworkandformahierarchyofdepartments-thechoiceoftypeofdepartmentismadeateachhierarchicallevel,WANGHong,TVDept.CUC,82,Basicformsofdepartmentform:Functiona