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1
The Making of Broadcast Media Disorder:
A Political Economy Perspective
Hamilton Cheng, PhD.
Public Television Service
a Taiwan Response at CWM 2004 East Asia Region Media Mission Seminar
26th February 2004
2
Taiwan TV Market Profile (1)
Population: 22.2 million
Number of TV Households: 6.1 million
Cable Penetration: 80%
Terrestrial (over-the-air) Penetration: 15-20%
Satellite Penetration: less than 0.3% (30 thousand homes at most)
3
Taiwan TV Market Profile (2)
Terrestrial broadcasters 5: TTV, CTV, CTS (incl., NOU), FTV, PTS
MSOs: Easter Multimedia, China Networks System
Other Cable Operators 6
Satellite DTH: Pacific Digital Media, 3 others
4
Taiwan TV Market Profile (3)TVR%: Cable 60% Terrestrial 40%
Analogy Cable Channel: Over 100
Cable Monthly Subscription Rate: US$17.40
Digital Cable (proposed in 2003): install Euro 41 STB Euro 140, monthly rent 6 deposit 42Channel: 20 PPV, each monthly Euro 3-9, only 6
Basic freeSubscribers less than 30 thousands
5
Taiwan TV Market ProblemCable : Vertically Dominated PlatformBundling Strategy: between content and transmissionUnattractive Digital Bouquet (keep analogue service
intact by basic tier price)
Terrestrial:Market Failure Consideration--Economic Scale
supported by Advertising revenuesUnbalanced Scale between PSB and Commercial
Broadcasters
6
What’s the origin
‘I will go back to the house I left.’ And comes and finds it vacant, cleaned orderly. He then goes out to bring along with him seven other spirits worse than himself, and they enter and live there. And the final condition of that person (place) is worse than the first. So it will be with this wicked generation. (Matthew, 13: 44-45)
7
The place was vacant
Martial Law was lift in 1987
Terrestrial kept hold by Nationalist Party, Military and Bureaucracy
Cable TV got expanded island wide informally
The entry of cable channel without economic regulation--deregulation (supply control)
8
Bring along withAlong cable penetration reach to its climax
Group commercial channels together
Lack of public fund pouring into and without fencing around public sphere
Over private interests oriented and cross-subsidization between systems and channels
too many channel with too few market share (0.01-5% TVR)
9
Taiwan
Cable80%
Terrestrial15%
other5%
over100
5
Hong Kong
Cable28%
Terrestrial70%
other2%
62
4
4
62
Singapore
Cable35%
Terrestrial60%
other5%
7
38
South Korea
Cable30%
Terrestrial65%
other5%
5
82
Japan
Cable31%
Terrestrial59%
other10%6
48
10
The Disorder is unfoldedBasic tier relies on economy scale of ad
Driven by the advertising market--catching eye balls and sell it later
Churning out sensational, pornographic, rumor, scandal, peep-hole view
Organization competes for short-term survival rating game ignores media product
Audience without screening mechanism receive all
11
Finding a solution (1)
Defensive strategy (passive)
Implement conditional access in cable
Economic control in place between supply and demand
Licensing the cable channel by quality and quantity evaluation
Enforcing the program standard steering
12
Empowerment Strategy (active): Building an competitive
platform of digital terrestrial broadcasting service
Introduction to the Project of FY 2003 reengineering over-the-air broadcasting
improving reception and quality
bring quality entertainment, information, and
education together within limited channels
strengthen public service broadcasting by expansion
Finding a solution (2)
13
•Digital Broadcasting Multiplex Operator in Southern Taiwan to be expanded elsewhere•Mobile Reception Broadcasting System converged audiovisual with information •Multimedia Home Platform (MHP) Production and Testing Project for digital content
Three Items of Annual Plan