媒體和廣播行業波特五力模型分析media and broadcasting industry Porters’ Five Forces Model analyses

波特教授的五種力量模型在五個核心概念的基礎上分析了產業競爭程度和確定了行業的吸引力及企業的盈利能力。(Business Finance. A Value Base Approach.2004).根據上述的模型，以下為媒體和廣播行業的分析。

 

進入壁壘
 

起初公司需要合理的開辦費用，與生產線的開支相關，財產，設備等(Walt Disney co. September 2010).
 

如上面圖顯示所需的投資市場上的資產條目很高。因此，新進入者應該最少投資大概二千萬美金，以此在全球層面與媒體公司競爭，例如Walt Disney
 

新進入者應該考慮的另一個重要方面是無形資產，如品牌認知，商譽，企業知識產權（例如：商標，版權，商業方法論和專利）。正如圖表顯示，2010年Walt Disney商譽及無形資產的金額大概二千九百萬美金。
 

他們都是已經推出市場的實際的替代品，例如Hulu和Netfix公司提供在家觀影的服務，僅需支付少量費用。
 

2010年，前者實現了20億美元的收入而不是略后3億美元；這些新涌現的媒體在2010年達到2890億美元。
 

另一個可能的全球媒體的替代品是過去幾年大大增長的盜版問題。盡管如此，Walt Disney有一個差異化平臺，公司很大程度上依賴其對知識產權的保護，正如我們在Pestel分析里提到的。

 

Porters’ Five Forces Model analyses the degree of competition in the industry based on 5 core concepts, and determines the attractiveness of the industry and the ability for the companies to earn profits. (Business Finance. A Value Base Approach.2004).

 

The following is the analysis of media and broadcasting industry with regards to the above-mentioned model.

 

進入壁壘---Entry Barriers
 

Starting companies require reasonable start-up costs, related with the expenditures for the production line, properties, equipment etc. (Walt Disney co. September 2010).

 

As the graph show above the investment required in terms of Assets for entry on the market is high. Therefore, new entrants should be cable to invest a minimum of around 20 million $ US, to be able to compete on the global level with Media companies, for instance Walt Disney.

 

Another important aspect that new entrants should consider is the Intangible assets, such as brand recognition, goodwill and corporate intellectual property (for instance: trademarks, copyright, business methodologies and patents). As the table show above in 2010 for Walt Disney the amount of Goodwill and Intangible assets was roughly $29 Million.

 

All of them are the actual substitutes which are already present on the market, for instance Hulu and Netfix companies offer the possibility to watch all movies confortable at home, only paying a small fee.

 

In 2010, the former achieved $2,000Million of revenue instead the later got slightly $300Million; these new emergent kinds of media have reached $289Billion on 2010.

 

Another possible substitute for Global Media is due to the piracy, which has considerably increased on the last few years. Even though, Walt Disney has a differentiated platform, the company depends heavily on the protection of its intellectual property, as we mention as well inside the Pestel analysis. Therefore, an increase in the distribution of intellectual property by others without any compensation or legal authorization could strongly effect the Company’s operating results.

 

買方效力---The power of buyers
 

As the graph below show the 31% of Americans people own 4 or more television sets. Moreover, the adult over 65 watch roughly 48.9 hours/week, the average Americans 35.6 hours/week and Kids (2-11 years old) an average of 25.8 hours/week. (Nielsen 2011)

 

Although the amount of people watching and own a personal TV is consistent, it is also true that the numbers of internet and mobile phone consumers are also extraordinary high; which have given more power to the buyer on the last years.

 

How it has been mentioned before, nowadays consumers have a huge range of possibility other than watching TV, they can benefit from the new form of media, which are always more and more used from the customers.

 

Walt Disney in 2010 acquired different social game and social music, such as Playdom and Tupulous. The aim is to reach the range of customers which prefer share their time utilising the “New Media”. Following the needs of the consumers, Walt Disney reduces the power of the buyers, offering different products across each platform but below the same company.

 

供商效力---Power of suppliers
 

The media industry is formed by broadcasting & cable TV, entertainment market & movies, advertising and publishing. The US global media industry is formed by 5-6 Multinational companies, which basically dominate the market; because of this the power of supplier is moderate. The only aspect that each company should consider is related whit the high switching cost in case one supplier would leave or supply only one company. This particular situation can increase the power of suppliers and force the companies to re-establish a trustable and profitable relationship with new providers.

 

‘The Walt Disney Company is committed to making Minority and Women Business Enterprises (MWBEs) an important part of its sourcing and procurement activities. The MWBE program enhances value received from the supply base by identifying, developing, and referring qualified minority- and women-owned businesses that are capable of meeting The Walt Disney Company's business objectives. Our team of dedicated supplier diversity professionals engages in several activities to ensure that the diversity we find in our communities is reflected in our supply base’. (The Walt Disney Company 2011)

 

Therefore, Disney considers supplier diversity as a strategic source and a critical part of their business. In fact over the last few years, an increasing numbers of women-owned companies and minority have won a large number of businesses from Disney, which are now recognized as a travel and entertainment industry leader in this area.

 

產業競爭---Industry Competition (Rivalry)
 

The global media industry grew by 2.1% in 2010 to reach a value of $781.7 billion. In 2015, the global media industry is forecast to have a value of $913.3 billion, an increase of 16.8% since 2010. 

 

Broadcasting & Cable TV is the largest segment of the global media industry, accounting for 42.4% of the industry's total value.  Americas accounts for 43.2% of the global media industry value. (Market Research, Data Monitor 2011)

 

(Source: Yahoo Finance, Global Medial Industry, 2011)
 

At the moment the Walt Disney main competitors are represented by Comcast and News Corporation. ‘The former, together with its subsidiaries, provides consumer entertainment, information, and communication products and services to the residential and commercial customers in the United States. The company operates in two segments, Cable and Programming’. (Yahoo Finance, Comcast Corporation profile 2011). The 28 January 2011, Comcast has acquired the NBC Universal (Media and Entertainment Company) which is for the 51% own by Comcast and for 49% by GE.

 

(Source: Yahoo Finance, Global Medial Industry, 2011)
 

‘The later operates as a diversified media company worldwide. Its Cable Network Programming segment engages in producing and licensing programming distributed through cable television systems and direct broadcast satellite. The companies Filmed Entertainment segment produces and acquires live-action and animated motion pictures for distribution and licensing in various formats in entertainment media, as well as produces and licenses television programming worldwide. (Yahoo Finance, News Corporation profile, 2011)

 

Both of companies have increased the competition for Walt Disney to a medium-high level, even though the Global media industry in general is dominated by five or six Multination, which create a huge obstacle for the new entrant.