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论文编号：	10929
作者编号：	2120172895
上传时间：	2019/6/13 15:54:27
中文题目：	易艺术自媒体公司战略转型研究
英文题目：	Research on the strategic transition of Yi Art Self-Media Company
指导老师：	薛有志
中文关键字：	自媒体；瓶颈期；战略；转型升级
英文关键字：	Self-media；Bottleneck Period；Strategy；Transformation and Upgrading
中文摘要：	自媒体是国内近年来新兴高速发展的行业，2016年下半年起，随着市场红利消失、监管加强等原因，自媒体品牌开始洗牌，许多自媒体公司正面临着战略转型升级的问题。由于市场环境的快速变化，加之诸多头部企业也都仍然处于商业模式的尝试和探索阶段，所以目前尚未有一套相对完整的战略转型升级经验可供自媒体企业借鉴。基于这个问题，本文以艺术垂直领域头部自媒体易艺术为例，对自媒体战略转型升级问题进行深入探讨。 本文首先阐述了研究问题的背景和意义，对现有相关理论进行了回顾，并提出了本文的研究方法和研究内容，同时系统梳理了易艺术自媒体公司发展历程，以及公司当前所面临的几个战略问题：流量红利消失和监管加强的大环境下，公司遭遇了同质化竞争加剧和商业模式单一的经营问题亟待突破。当然，这也是多数自媒体企业当前所面临的问题。 针对这些问题，本文继而通过宏观、产业和竞争环境三个方面对易艺术公司所处的外部环境进行了系统分析，界定了易艺术自身的头部账号和资源优势，梳理并发现了艺术普及教育这一新的市场机会。在此基础上，本文对易艺术未来的战略转型方向进行了探讨，并提出内容规模化运营、围绕艺术消费价值链的服务拓展、切入艺术普及教育领域等战略转型方向，并从战略领导和战略实施的两个角度，探讨了易艺术自媒体公司战略转型计划的具体实施措施。 本文最后对整体研究成果进行了总结，并指出了本研究的不足之处。面对市场变化和经营迷茫困境，自媒体公司如何利用自身优势、借助市场机会进入新的领域，以拓展自己生意模式的天花板，作为垂直头部品牌的易艺术为我们提供了大量的经验和典型案例。因此，本文所梳理和提出的策略和方法，对于当前大多数自媒体企业都有着借鉴意义。
英文摘要：	Since the media industry has been developing rapidly in recent years, since the second half of 2016, with the disappearance of market dividends and the strengthening of supervision and other reasons, since the media brand began to shuffle, many self-Media enterprises are facing the problem of strategic transformation and upgrading. Due to the rapid changes in the market environment and the fact that many leading enterprises are still at the stage of trying and exploring business models, there is not a relatively complete set of strategic transformation and upgrading experience available for reference from media enterprises. Based on this problem, this paper takes the head of art vertical field as an example to discuss the transformation and upgrading of self-Media strategy. Firstly, this paper explains the background and significance of the research, reviews the existing related research, and puts forward the research methods and contents of this paper. At the same time, it systematically combs the development process of Yi Art Self-Media Company and several strategic problems that the company is facing at present. Under the circumstances of the disappearance of flow dividend and the strengthening of supervision, the company encounters the problems of intensified homogenization competition and single business model, which need to be broken through urgently. Of course, this is also the problem most self-Media enterprises are facing. In order to solve these problems, this paper systematically analyses the external environment of Yi Art Company from three aspects: macro, industry and competitive environment, defines the head account and resource advantages of Yi Art, combs and finds out the new market opportunity of art popularization education. On this basis, this paper discusses the strategic transformation direction of Yi Art in the future, and puts forward the strategic transformation direction of content scale operation, service expansion around the art consumption value chain, and penetration into the field of art popularization education. From the strategic leadership and the strategic implementation level, it also puts forward the concrete implementation measures of the strategic transformation plan of Yi Art Self-Media Company. Discussions were made. Finally, the overall research results are summarized, and the shortcomings of this study are pointed out. Faced with market changes and confusion, how do self-Media companies take advantage of their own advantages and market opportunities to enter new areas to expand the ceiling of their business model? As a vertical head brand, Yi Art provides us with a lot of experience and typical cases. Therefore, the strategies and methods proposed in this paper can be used for reference by most of the current self-Media enterprises.
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