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2005年,日本富士电视集团总资产达6811.9亿日元,净销售额4767.33亿日元,纯收入达228.45亿日元,在日本广电集团市场上名列前茅。由于日本经济经历了10年的低迷期,又因为近年来互联网新兴媒体的兴起,日本媒介市场的传统媒体(包括电视)广告额连年下降。2005年以会长日枝久、主席村上光一为首的领导集体,集中力量对电视集团的市场竞争力进行打造,使该媒介集团在市场竞争中处于不败之地。一、明确受众定位是提高竞争力的前提在高度发达的资本主义市场经济里,任何一个媒体都必须找到一个其他媒体不容代替的市场位置。因为在日本这样的市场里,任何一个媒介消费层次中,都有几个市场运作相当成熟的媒体存在。富士电视台作为集团的核心,其首先定位于什么特点或背景的受众群就成为打造媒体竞争力的前提。富士电视台未成年人受众占总受众比例如下图:
In 2005, Japan’s Fuji Television Group’s total assets reached 681.19 billion yen, net sales of 476.733 billion yen and net income of 22.845 billion yen, ranking among the best in Japan’s Radio and Television Group. As the Japanese economy has experienced a 10-year downturn and because of the rise of emerging internet media in recent years, the amount of traditional media (including television) advertising in the Japanese media market has been declining year by year. In 2005, led by President Kazuhisa and Chairman Masayuki Murakami, they focused their efforts on building the market competitiveness of the TV group, making the media group an invincible position in market competition. First, the clear positioning of the audience is to improve the competitiveness of Premise In a highly developed capitalist market economy, any one media must find a place that other media can not be replaced. Because in markets such as Japan, there are several media outlets where markets operate fairly well at any level of media consumption. As the core of the group, Fuji Television is the precondition for building the competitiveness of the media for the audiences whose characteristics or backgrounds are firstly targeted. Fuji TV audience of minors in the total audience ratio as shown below: