Research on business model innovation of children''s entertainment industry —Take Shanghai children''s Club company as an example.

• Main Authors: Gxiang-Dong Chen, 程向東
• Other Authors: 謝明慧
• Format: Others
• Language: zh-TW
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/7gads7

碩士 === 國立臺灣大學 === 臺大-復旦EMBA境外專班 === 107 === Abstract At present, the domestic children''s entertainment industry is facing a major problem is that the industry threshold is low, the technical content is not high, the quality of employees is low, the homogeneity is more serious, industry leading enterprises do not have the ability to integrate market resources, the control of the high-end market is weak. Therefore, the children''s entertainment industry needs a deep dishwashing, who will decide and how to promote this dishwashing, has become the focus of current scholars. Firstly, this paper analyzes the current development situation of domestic children''s entertainment industry, and investigates the pattern of industry segmentation within the industry. Combining with the relevant research results at home and abroad, this paper makes an in-depth analysis of the internal integration of domestic children''s entertainment industry. From a theoretical point of view, this article from the perspective of long-term economic growth, discusses the integration effect of various sub-sectors of children''s entertainment, puts forward new countermeasures and suggestions for the development of the industry, and promotes the healthy and rapid development of the industry. From the perspective of time dimension, this paper uses theoretical research methods to analyze the trend of industry change and explore the necessity and comprehensive value of industry integration. This paper studies how to integrate and optimize the structure of children''s entertainment industry. With the continuous progress and development of information technology represented by the Internet, such as the emergence of B2B, B2C, C2C, etc., the traditional commercial channels have had a tremendous impact. After entering the new century, more and more merchants began to seek online development opportunities, physical channels were slowly neglected, the physical store''s market competitiveness dropped sharply. In short, the traditional business model has been unable to adapt to the current pace of market development and trends, the urgent need for business philosophy, model and content to be substantially adjusted and changed to adapt to the new market competition situation.