2005年03月21日

 

对屏幕包装宣传的重要性认识是最近的发现。仅仅十多年前,宣传片还只是被观众及业内人士视为填补节目时间上的空隙的垫片而已。在九零年,一帮搞屏幕宣传包装的人在英国的利兹举行了首次英国广播营销和宣传界大会(BMPE),来自业内,包括BBC的二百五十人与会。BMPE后来成为美国背景的PROMAX的英国分支,该机构拥有四十多年的成功经验,在中国,亚洲,欧洲都有分会。PROMAX有双层目标:一是要提升广播营销的能力,并表彰其中的先进。在英国,它组织年会及颁奖典礼,在九八年时曾有800人参加该会,其中六百人是来自英国的。它也提供一些兼职及培训课程,同时也运作一个学生参与的比赛,这样可以弥补在英国缺少对学生进行的电视广播营销的正规训练。

促销机构的扩展以及技术和创意标准的提升在九十年代同步地也改变了营销管理水平。越来越多的电视机构高管意识到广播 机构营销战略与促销活动的密切关系。 某些情况下,一些重要的广播电视机构的营销主管职务由一些在快速消费品领域的职业经理人获得。象C4的一个主管竟然是一个英国连锁餐厅的创始人,他自称根本不懂电视。他们的任务是对将频道作为品牌的理念负责,并且正确地对品牌进行规划,全面管理该品牌。作为此项工作的一部分,屏幕上宣传与屏幕下宣传活动(包括报纸上的广告,户外的广告看板等等)的有机结合及实施成为他们日常工作的重要部份。现在频道总监和营销主管,宣传策划主管经常开会讨论宣传创意已经非常平常了。一般来讲创意的执行工作会交给一些个人或私营公司去做,这些人会对广播电视机构的宣传策划经理负责。他们一般一周可以做三个宣传片出来。

作为以营销增长为导向的部份,对节目编排和广告编排的研究已经成为屏幕上宣传的重要组成部份。曾经听说安徽台把广告编排作为一项重要任务来抓,贵州电视台也曾经要对广告的编排进行深入研究,但由于这项工作的复杂性和实际运作的困难性,我想在国内暂时还做不到,但是一定程度上对广告编排作些思考和控制确实是可以做到的。而节目编排来讲,国内做得好的电视台差不多都是广告部的人来编节目,而不是总编室。这充分说明了营销导向目前在国内也是非常重要的。而正是由于营销导向才会带来有创意的屏幕宣传,所以我就惊奇许多电视台的屏幕宣传工作是由总编室的包装科来做,包装科作为一个节目导向的机构正儿八经地在各地电视台中出现,真的不知道他们能干出些什么来。

言归正传,我们有必要研究一个不是商业电视台的机构,以BBC为例,他们自九十年代中期以来,对观众对其品牌形象的接受情况做持续的跟踪调查和研究。它也用小组座谈(一种研究方法,英文名为focus group)的方式评估一些项目是否成功。 一些定量或定性的研究向管理层提供了他们品牌推广在拥挤的频道竞争下的情况反馈。 当然这种业内研究也会研究一些政治因素的影响,象外部对电视机构的批评等。

1993年,扬罗必凯(Young & Rubincam)广告公司和实力媒体(Zenith Media)两家公司的报告注意到宣传片(clutters)对广告的潜在影响。业内的杂志也拿出较大的篇幅来讨论这个问题。核心问题是由于宣传片将会降低广告片的影响力效果。同时,广告从业人员也意识到商业电视台用促销的方法吸引的观众正是他们的客户所需要沟通的那部分。目前国内的广告主似乎并没有意识到这个问题,一般来讲他们都比较欢迎电视台多做自身的宣传,这样收视率高对他们的广告也有好处。但是从一方面来讲,电视台宣传片的制作水准一般都比较高,这对广告主投放高品质广告从客观上也提出了要求,不然观众实在无法忍受这种水平的作品,对广告主而言,制作成本也会加大。不过好在,这样做,对整个行业和经济都是有好处的。


 

这个学期选了peter meech的传媒营销传播(也就是传播品牌)课。老头非常和蔼,是英国多家电视台和电视从业人员协会中的活跃分子,其子女也非常不错,女儿现任可口可乐英国公关部经理,儿子也是搞市场的。女儿在复旦学过一年的中文,他自己也在英国学了一年的中文。自称学生在star主管宣传包装。老头和中国的业界联系广泛,经常吹自己在中国如何如何。不过老头的课确实有意思,非常的实际。一改我来到斯特灵之后的失望心情。从他这里果然能学到真东西。本期就会从他写的一篇文章入手,介绍一下英国电视频道的屏幕宣传包装。这也是目前国内非常热门的东西,我毕竟不是学电视制作和设计的,虽然在国内也曾主持过一个频道的全面市场营销和整合包装的案子,但对这行的描述可能也有不当之处,欢迎大家参与讨论。关于on-air marketing communication的恰当英译也没有,暂时用国内用得多的包装一词来代替,但其内涵远非如此字面之义,具体内容会在以下贴子中体现出来,有高手也想请教一下中文译词。本文会陆续贴出,实在是最近确实太忙。还请见谅。

在过去的十年时间里,英国的电视节目包装推广取得了显著的发展,但除了广播界人士对此增长的重要性感兴趣外,学术界远没有这个敏感度,对此兴趣并不大。我想这个原因是来自于我们的传媒学术界研究的问题都比较大,如经济学,管理学,很少有研究到营销这个层次上来的。peter meech的论文的参考文章竟有硕究生的未出版论文。也证明这行目前在学术领域未受到重视。在国内由业界牵头已经做了几次大型的研讨会,国际上的有关专家都曾亲临中国,倒是国内对这个问题比较看重,不过也仅限于业内,电视台内部吧。学术界对这个问题也没什么感觉。

关于屏幕宣传包装的内容涵及频道标识(channel ident),这个标识不仅指台标,包括对台标的演绎,也就是我们节目间隙的动画,在英国过去节目也不是二十四小时播出,这样ident还包括在不播出节目时出现的画面,这些画面在BBC的网站上有,从五十年代开始,不同年代的都有,这些东西现在看来觉得确实很有意思,我提到这儿也希望中央电视台应该搞个网上博物馆,把过去半个世纪的一些资料放到网上,让大家都能回味一下。

还有宣传片(promos),这种片子大抵可以是中央台的心有多大舞台有多大,传承文明之类的片子了。最近BBC的一系列以多元文化为诉求的宣传片显然从立意上比央视的都要高明许多。不过在几年前BBC的则是一个地球画面的热气球在全英各地飘浮,画面取景角度不高,音乐都比较宁静,也是一种不错的宣传片,这个片子让我们peter老头欣赏不已,这确实属于他这个年纪的东西。关于BBC SCOTLAND的有关宣传片,老头也有著文描述,以后再说。

频道宣传活动,(corporate campaign)这是关于频道近期宣传活动的宣传片,会有一些针对性,我在做贵州电视台影视文艺频道的时候搞过主题月的活动,比如说女性月,我们会做一个主题宣传片,也结合一些素材做整合的宣传,这个话题,我也不熟。以上内容都会在以后的贴子里有详细的说明。

应该说针对频道营销的屏幕宣传越来越复杂,研究也正越来越深入,人们对其规律和作用效果的认识也逐渐明白。来自于广告圈的批评也越来越多,比如说最近许多广告界人士批评英国四台的标识改变,只是变成三维,并没有带来更多的新意,也没有结合其频道目前的多元化发展,其娱乐频道E4的标识更是被批得很烂。

学术界发现进入这个圈子的着眼点是对这些宣传片进行约束管理。因为目前观众已经接受了这些不断在屏幕上出现的东西,而且把它视为一种享受,如果他的质量不佳,或者有什么观念上的问题,应该有人来管理。从我的角度来看确实在宣传片的制作上会有些问题,我们在国内曾经尝试宣传片与广告主的结合,这种结合应该会带来社会问题,应该有人对此负责。

我会在以后的贴子中,仅结合BBC作一个案例分析来介绍这个公共电视机构是如何通过频道宣传片和包装获得更多益处,对其战略和营销提供帮助的。

写这篇文章是因为我正好上贵州电视台的网站,那里在讨论一档新的新闻节目,我发现许多人都在抱怨各种条件限制。但是形式上的东西,我看现在的电视新闻工作者都做得不够,学习不一定是模仿,你说形式好学,可是许多人平时根本就不想这个问题,而是躺在所谓新闻自由的抱怨上。我现在在学传媒法及管制,西方关于传媒法的书,厚厚一本,导师要求阅读的内容也非常多。现在传媒在欧盟层级上的管理更是非常复杂,在这样的管制下,别人一样在做新闻。关于议会的报道,英国的传媒法规中就有详细的论述,也不是你想怎么报就怎么报的。我们现在讲报道什么新闻叫“跑”,我没学过新闻,但我就不理解,我觉得这个词和讲广告营销中的“拉”一样,都是极其肤浅的用词,都是对这一行当的不正确表述,也容易误导从业人员。
希望大家多研究一下新闻的形式,这至少是提高电视台收视率的核心
对不起,我想纠正一下BREAKFAST是BBC1周一到周五6am -9am的早间新闻节目,周末6AM-8AM。
今天早上(9-03-05)关于中国的报道是关于人权和法律方面的报道。他们这批报道并不是我们想像的那么深入,只是对事情的现象从某个个案切入浅浅的铺开而已。我想一方面是由于时间的容量问题,还有就是做这些节目的只是他们驻上海站的记者,他们的工作只是采集消息,他们的报道力度和深度与BBC本土的记者,比如那些每天在DOWNING STR AND WESTMINSTER出现好几次的记者相比是非常的弱的,当然,我认为这是他们报道的取向问题。我不认为这批节目很好。不过值得注意的是,ITV,CHANNEL4 AND BBC最近加大了对中国的报道,报道量明显增加,但是分析的力度很弱,以消息居多,特别是经济对社会的影响方面,一反英国媒体评论的传统。这个趋势从GORDON BROWN 访华之后明显加强。
BBC的独立性是让世界上所有媒体从业者梦想的方向,就算是美国的媒体也难以达到BBC的自治和自我约束程度,用BBC的话说他们要为英国公众负责,因为BBC的公共频道是依靠TV LICENCE来维持的。最近有很大的声音要取消TV LICENCE,但是我不认为这可能实现,因为我们因该知道,英国社会是一个理智的社会,英国的公众告诉我,他们相信BBC胜于政府。

感谢纠正,没有仔细检查正确的节目时间随便评论。下次一定注意,有点不太严谨
不过matindong的订正也有失准。周一到周五,breakfast是BBC1早上六点到九点半,周六没有,周日是六点到九点.
详情可查阅BBC网站:http://www.bbc.co.uk/bbcone/listings/index.shtml?service_id=4223&day=sunday
我觉得现在国内的新闻节目收视不如电视剧是不正常的,不符合人的欣赏习惯。所以我觉得我们在新闻节目的制作上是可以再下功夫多做功课的,东方时空的成功,南京零距离的成功都说明在中国,新闻节目还有很大的空间可以挖掘,不是说要乱说乱讲就可以吸引观众的。我们在新闻节目上搞死者的竞猜可是全世界新闻界都没有的自由,结果呢?全民反对!

关于BBC及英国媒体对中国的报道反映出中国发展对西方世界的影响,不管他怎么报道,他毕竟是在报道,他们渐渐在熟悉中国,一些商业上的成功可能更使英国人感受到中国的力量,上汽集团与罗孚的收购谈判,联想收购IBM笔记本部份都是我们在课堂上经常讨论到的东西。
至于BBC的未来,见仁见智吧。有些事情也不能寄希望于人民。英国人有些事情也不能改变,NHS怎么改,英国人的想法就一致吗?

 

BBC的关于中国的宣传周吸引了我,早上起来打开电视机,静静地等待这个特别报道。不过趁着这样的时候,倒是想起了许多国内电视的新闻节目。通过观察想提些不成熟的建议和想法。

国内的新闻节目,最经典的当属中央电视台的《新闻联播》,其次就是十年前的大型杂志性新闻节目《东方时空》。虽然现在有新闻频道,有经济频道和许许多多的新闻节目,但是似乎都没有跳出这两个节目的套套。最近几年发展比较快的有凤凰卫视的说新闻,以及江苏南京的直播新闻。这些节目都在影响着中国各地的新闻节目的变革。

不可否认,长期以来,在我国的收视基础调查中发现,最受欢迎的节目不是全球普遍性喜好的新闻节目,而是电视剧。新闻节目在许多地方甚至排在第三位。传说中的央视新闻联播的高收视率也在近来多频道在晚上七点推出有竞争性节目而直线下降。在许多会议上,官员们竟然抱怨由于应酬太多无法看到晚上七点的《新闻联播》强烈要求中央台对其重播时间作出调整。

我们的新闻节目存在问题。我看了BBC的新闻节目,对于其所宣称的客观性并没有太深的感触,也许这个社会本身不是我的吧,也不关心。但是我觉得他的节目形态确实是吸引了我。而搞所谓的中国宣传周特别报道,恐怕更是我们在国内做新闻的朋友们经常做的事了。

BBC的新闻节目不算太短,以BREAKFAST,《新闻早餐》节目为例,时间是一个小时,但是在这一个小时的节目中,同一条新闻竟会两度出现,让我大吃一惊,但转念一想,早上的新闻节目,观众并不是固定的,一定有许多人刚刚打开电视机,或者有些人看了会新闻就已经离开了。但是同样的新闻在节目中,内容是不同的。比方说一条关于防止医院内感染的计划执行情况的报道,出现两次,第一次是记者出现在伦敦的某所比较不错的医院里,以护士长来说事,第二次是另一个记者出现在南伦敦的一所医院里,这个医院显然要差一些,记者同样的采访了部份医院护士,不过主要是记者在针对医院设施作些描述。但是根本性的关于此项措施执行以来的效果,却是两次反复强调过的。一条关于叙利亚从黎巴嫩撤军的新闻,出现的画面也各有不同,一次是贝鲁特市区,一次是叙军坦克,两次说的都是同一条新闻,只是表述的方式有些差别了。

该节目由两个主播调度,应该说这两个主播的形象和谈吐都非常的正式,不过间或会有些微笑和调侃。节目不停地在不同的主播间切换,有播气象的专门主播,有播财经的专门主播,有播体育的专门主播,不长的时间里好象已经看到六七个主播了,而不用说直接出镜的记者了。一个新闻节目做得很热闹,一大家子人的感觉。我想由于文化上的差异,我应该不太熟这些主播,但这些主播一定在英国是家喻户晓,就象我们现在拿个气象先生,气象小姐也成了全国性的知名人物一样。这种做法我觉得很值得国内电视台借鉴,我指的是我们为什么一定要一男一女来主持新闻节目呢?我们为什么不能有更多的人来主持呢?这种新闻节目是不是会带来更好的收视率,更能吸引更多的观众呢?

由于主播比较多,节目画面的调度频繁,背景也会有所不同。这更使节目的可看性增强。我们现在流行工作间背景,于是所有电视台都搞工作间背景。其实背景这个东西是个低成本的东西,你多搞几个场景,利用画面切换,效果会大不一样。

在这里要提一下ITV独立电视台的新闻节目,他们的两个男女主播是站着主持的,会经常地走动,而两人的身高差异还极其悬殊,这也让我们大开眼界。新闻节目的平民化视角,新闻节目的亲和力表现,这些我们平时喊在口里的东西,到实践起来挺难,在英国的电视台里执行起来为什么会这么容易呢?

BBC的新闻节目是其主打,由于不做商业广告,你经常可以在他的节目间隙看到即将播出新闻节目的宣传片,这次的中国周也做了极其密集的预告片,让我这个没多少时间看电视的学生也对节目产生兴趣,留出时间专门来看节目。

通过观察,发现其实虽然BBC的新闻节目全部现场直播,记者出镜都是以直播的形式出现的,但是其大量节目应该是事先准备,同时也有周密准备的。以这期的中国周报道节目为例,本期介绍了三个人,一个是搞外贸订单加工的上海商人,一个是重庆种水果的农民,还有一个是某电子娱乐公司的总经理。前两人都是录像形式,后一人和记者站在外滩有一段精彩的对话,这个部份是现场直播的。这样的节目给人以亲临于境的感觉,却不缺少新闻内容和份量。

我确实觉得新闻节目的挖掘程度是可以加深的,我们就是现在的题材也是可以做得让许多观众喜欢的,就是我们现在的报道形式来讲也是可以变得亲近让观众喜欢的。而不要强调设备,资金等客观条件。做节目关键在于创意,在于你的点子,当然也要敢于实验了。我们有时对播出安全是非常的重视,这是应该的,但是总要允许有一些小错误发生,象BBC这期的中国周开篇报道就出了问题,一上来画面就给切错了。应该给上海外滩的镜头,却变成了重庆山区里的桔树。不过这个错误很小,只一秒钟。这些微小错误,观众其实都是可以原谅的,当然我相信从他们的内部管理来说也会给以惩罚的,但不至于因此而不搞直播。

我们常常不爱负责任,BBC因为报道而辞职的人多之又多,包括前任的董事主席和总经理。但是BBC的负责任的新闻节目却一直深受观众的欢迎,英国人常以BBC为骄傲。随便瞎扯的,如果我是研究新闻节目的,我觉得我会更深地写下去,但是作为一个研究媒体经济,并在国内电视台工作过的人,我真的希望我们的电视台能多一些这方面的研究。而不是对BBC新闻的政治性方面研究。因为我发这通牢骚前上网用GOOGLE搜了一下,确实没查到什么有关这方面的文章,算是引个路吧,希望更多的专家在这方面理论一把,也希望我们电视台的新闻节目制片人,导播多想想这些问题。别跟我说租卫星线路很贵。

2005年03月06日

Strategy Positioning is Vital and Sustainable——–Foreign Television Channel Development in China: A Case Study of Xing Kong Wei Shi

 

 

 

 

 

 

 

 

 

 

Student ID:1310387

Media Research Methods, Msc Media Management

University of Stirling

Email: sf064@students.stir.ac.uk

Date of Report: Dec 3, 2004

 

 



1. Introduction

Nowadays, foreign TV companies are all active in China, but without much success until recently. News Corp has enjoyed moderate success by operating a Chinese Mandarin Entertainment Channel called Xing Kong Wei Shi (Or Starry TV”) in China for 3 years. This channel has been considered as a wolf for Chinese TV market for the reason of its private ownership and its strategy theories carry on.

News Corp’s limited market access comes on the footsteps of China’s admission into the WTO. Although there is no explicit timetable for opening up the TV sector, WTO will indirectly help relax China’s TV rules on provincial connection with foreigners for their expertise. And more recently, the new media ownership rules, which come into effect on November 28, 2004, allow foreign firms to buy up to 49% of local production companies. (SARFT website, Oct. 28, 2004)

Xing Kong Wei Shi is offering general entertainment programmes to Chinese urban, white-collar consumer segment. It broadcasts “cross-over” programmes, such as movies, game shows, sports, and sitcoms. With permission to launch its programmes to a province in China now, Xing Kong is developing for its target of covering whole China, an audience market with 1.3 billion people and target for the share of the present market of £7.6 billion TV advertising (Media Guardian Website, Dec 1, 2004).

The research intends to provide valuable experience case from Murdoch’s TV success in China. This dissertation proposes to reveal Murdoch’s successful strategies in China. The marketing strategies of Xing Kong Wei Shi are carefully examined.The focus is on its strategy positioning and marketing communications employed by this channel. Specifically, the roles played by environment analyses, value chain and business models research. The so called “4 ons” strategy implemented by Xing Kong Wei Shi for marketing communications are examined too.

Firstly, the problems and goals will be outlined; Secondly, a literature review will cover various knowledges on satellite TV issues and marketing theories, especially the theory of “First Mover Strategy” and “Strategy Positioning”. Thirdly, the methods employed for this dissertation will be examined. Finally, the expectation of this dissertation will be call for further study on the questions the author has highlighted.

1.1. Problems statement and Goals

One of the most important steps in conducting a research case study is the definition of research questions (Yin, 1994). The research project is seeking to answer a number of questions relate to “How can we explain the success of Xing Kong Wei Shi in China since its launch in 2002?” Regarding the problems and aims, the following would be addressed:

Primarily,

a)        What is Xing Kong Wei Shi’s marketing strategy and goal in China? How successful is Xing Kong Wei Shi’s financial operation? For example, what is the size of its annual profis or loss?

b)        Who are the main competitors of Xing Kong Wei Shi? What kind of strategies does Xing Kong Wei Shi utilise to compete with its counterparts?

c)        Why is Xing Kong Wei Shi positioned as a Mandarin entertainment channel for Chinese Satellite TV market? What is Xing Kong Wei Shi’s strategy position for its sustainable development in China?

Additionally, this study examines Xing Kong Wei Shi’s marketing communication techniques and their effects.

1.2. Relevance and significance

Concerning relevance and significance, the following should be mentioned:

An internet search the “case study”on “Xing Kong Wei Shi” suggests that there is a lack of information detailing academic research on similar issues. Therefore, the dissertation proposed will be significant and innovative in providing more experience and research results for other foreign media groups, who are wanting to share China’s super size media market, like the Pearson Plc, and the Viacom, and others.

The dissertation proposed has many research links with both media economics and strategic management. Furthermore, the marketing communications of media companies is also a popular subject for research interest.

1.3. Barriers

Possible barriers including following, the first and also the biggest problem is difficult for interviews. The reason for this being that the researcher has to tackle to meet Jamie Davis,the President of Star China. If this is impossible, the researcher would contact the Sales Director of Xing Kong Wei Shi or a veteran sales agent of Xing Kong Sales Team.

The second problem, also a vital problem for such a case study, is that the TV channel will not be stable for the other foreign TV channels in China. As a universal research result is not the researcher’s intention .There is no solution to this barrier.

2. LITERATURE REVIEW

Although the shortage of researches on the topic of this proposed dissertation are found, there are considerable research data on various aspects of those problems which a foreign satellite TV station has to face and tackle.

2.1. Corporate Strategy Theories and Models

There are lots of big names who you have to mention in your essay on corporate strategy case study. Michael Porter, the lead scholar of competitive strategy; Kevan Sholes, the co- author of Exploring Corporate Strategy; Al Ries and Jack Traut, who are the pioneer on strategy positioning of marketing communication.

I will present some ideas from China veteran Satellite TV operator, Tao Wu, who now is the director of a consultancy company of ZenithOptiMedia, Croton Company China. He is thinking Chinese TV company development strategy from the idea of Chinese ancient military strategist Sun Tzu.

The concepts of First Mover and Strategic Positioning will be reviewed( to be omitted here)

 

2.2. Media economics and ownership research

Much research related to media firms are not in book but in reports, not in academic research but in media’s own survey or analysis. However there are plenty of books which are researching how media firms behave under different market structures like those economists: Albarran, 1996; Alexander et al, 1998; Doyle, 2002a; Picard, 1989; 2002.

Doyle (2002a:1) indicates, ”[E]conomics, as a discipline, is highly relevant to understanding how media firms and industries operate.” She explains how importand and prevalent of economies of scale and economies of scope amid the media industry. It has been concerned by media economists that how media firms behave under various market structure. (Doyle, 2002a: 10) In the meantime, convergence and globalisation and deregulation of national media industries are increasing important for media economics. (Doyle, 2002b: 4)

2.3. Satellite TV research

Chen (1996) conducted a study on the localization of satellite television in Taiwan. Local and foreign satellite television channels available in Taiwan were examined. Reasons for their success and failure were probed.

Chen pointed out STAR TV, TVBS, Chinese Television Network, and MTV Asia were cited as examples of successful localized satellite channels. These channels provided different satellite feeds to cater for the different need in the Asian region. Their separate feed for Taiwan could offer either Chinese subtitling or Mandarin dubbed programs that overcame the language barrier. The study concluded that the trend of localization of satellite television was a dominant phenomenon in Taiwan and localization of satellite television was a proof of catering to the need of Taiwan viewers by foreign media organizations.

2.4. Research on Xing Kong Wei Shi and News Corp..

In 1993, Rupert Murdoch’s News Corporation purchased a 64 percent share of Star TV and in 1995, he acquired full control. The purchase of Star TV illustrates the rapid entry of major western broadcasting firms into Asian broadcasting industries in the 1990s (Langdale, 1997a / Chan & Ma, 1996).

More research on Xing Kong Wei Shi and News Corp can be found in various newspapers and magazines and especially report on Murdoch. There is special collection in website of http://Media.Guardian.co.uk.

Annual report 2004 of News Corp will be cited in researcher’s case study.

3. Methodologies

As an exploratory research in essence, the study is mainly conducted through case study, in-depth interview and content analyses.

3.1. Research methods to be employed

Due to the fact that the China foreign satellite television service has been the hottest topic in the television industry worldwide today, the case study of Xing Kong Wei Shi is chosen to be researched in this project. In this project, a case study is applied as the research strategy because this might be particularly useful for investigating a contemporary phenomenon in which the boundaries between the phenomenon and its context are not clearly distinguished and the context conditions are part of the study. In this project, China is both part of the phenomenon and the context of the study.

Besides, case study is most suitable for answering “how” and “why” questions. How to tackle the challenge what Xing Kong Wei Shi is facing and how it gets success and why it applies its strategy in such a way are the focus of this project. Therefore, case study may be the most appropriate research method for this topic.

One of the main reasons for undertaking this case study is that the researcher is an operator of a provincial satellite channel in China. Not only is he familiar with this industry, but also the competitors, especially Xing Kong Wei Shi, the most powerful potential competitor in China’s TV industry.

Regarding to the time scale for the research, this will include the period between early year of 2001 when Xing Kong Wei Shi was established, when China officially entered the WTO and the year 2004.

Concerning data collection, this will be based on the following: For documentation, press releases, newsletters, and sales brochures issued by Xing Kong Wei Shi and other official report and regulation policies of China State Administration of Radio Film and Television (SARFT) have been obtained. More researches on WTO in China will be examined from the regulations and report of China Commercial Department. Market research reports on Xing Kong Wei Shi ’s services, information from the web sites of Xing Kong Wei Shi and other members of the News Corp, news clippings on News Corp and the Asian satellite television industry will be checked. And author will ask for the statistics of audience rates of Xing Kong Wei Shi from the CVSC- Sofres Media (CSM), a leader of Television Audience Measurement in China..

A great number of trade magazines and publications will be consulted including Advertising Age, Asia-Pacific Broadcasting, Broadcasting & Cable International, Cable and Satellite Asia, Media, and Television Asia, Financial Times, Guardian Media, Broadcast, and other newspaper or magazines produced in the UK.

As a qualitative methodology is utilised, the majority of information for this study will be provided from contacts and interviews with the elite and researchers in China.

Jamie Davis, the President of Star China. Jamie Davis worked as the General Manager of Xing Kong Weir Shi since its launch in 2002 and was promoted as the president of Star China after James Murdoch moved to the UK. He represents the official voice of Star and Xing Kong Wei Shi. The researcher has ever met and had a talk with him in China. Hoping a remote interview conducted by my colleagues in China going deep with him to get material of the vision of Xing Kong Wei Shi and his comment on the development of Xing Kong Wei Shi.The author is trying to get plans and their ideas on a foreign owned satellite TV from the management or “inside view”.

Tao Wu, the director of Croton Media Consultancy, a part of ZenithOptiMedia China; a veteran vice president of AHTV, a success Chinese provincial satellite TV station. He is very familiar with Chinese television industry from both sides, home and foreign. With interview with Wu Tao, researcher will get some ideas on foreign satellite TV channels development from the professional people in television industry and advertising industry.

Yun Zhang, a senior advertising planner and a media consultant in Guangdong province, where Xing Kong Wei Shi can be received through cable networks. Interview with him will results the audience response of programmes that are broadcasted by Xing Kong Wei Shi, and more comparator between domestic satellite TVs and foreign TV channels, which are broadcasting in China.

Since the writer has been working in a competitor of Xing Kong Wei Shi, evidence from direct observation and participant-observation has been obtained. Physical artifacts in the form of television programs broadcast on the Xing Kong Wei Shi and Xing Kong Wei Shi channel have been reviewed.

Content analyses is the best way to undertake research on TV programmes, consequently, this method will be employed to examine the programmes strategy of Xing Kong Wei Shi, such as its localised theory in programming. This method can also be utilised for research on the marketing strategy of Xing Kong Wei Shi.

3.2. Specific Procedures to be employed

Explanation-building technique is applied in this study so as to analyse the environment and reasons of the business development of Xing Kong Wei Shi. Moreover, the influence from the leadership of News Corp, parent company of Xing Kong Wei Shi, and a situational analysis using the concepts of SWOT (The SWOT approach tried to assess the organization’s strengths (S) and weaknesses (W) and analyse the opportunities (O) and threats (T) in the external environment.) adopted from strategic planning will be applied to get a thorough understanding of Xing Kong Wei Shi’s business decisions.

3.3. Reliability and Validity

To ensure the trustworthiness of this research, several measures were taken. Multiple sources of evidence were used in order to ensure the validity of the study. The procedures of conducting the study will be clearly documented so as to ensure the reliability. Because that the case is a pioneer in China, and with possible changes of policy on foreign satellite TVs, there is less validity unfortunately for this research.

4. Expectations

The author would research the case of Xing Kong Wei Shi in two different phrases: industry level and company level. Hopingly, the result of research on industry level would be benefit for the later comers around world, and more suggestions for Chinese media policy makers. The research of company level will reveal how strategic positioning and corporate strategy determine a TV channel’s life and its sustainable development. The research will leave more experiences and academic observation for other satellite TV players, no matter home or abroad.

In the globalization and information society today, as a pioneer, every effort it takes would be great useful for the development of satellite TV world wide.

 

今天,英国文化大臣终于拿出原计划二月底出台的绿皮书。内容基本上都没有出原先英国媒体的猜测。十年的执照费照收,管理机构发生变化。当然大臣也结合时事,强烈批评了BBC现在对收视率的追求行为。这可以视为对BBC最近播出大量通俗歌曲比赛节目和曾经与ITV的《X元素》针锋相对的艺能真人秀节目,《舞步紧随》的一个无关痛痒的批评。

 

但是真正的,背后的变化是它将改变英国人引以为自豪的公共广播服务(PSB)的前途。布莱尔政府号称是一个“激进的政府”,这次对BBC的改革也被视为一个激进的行为。

 

BBC信托和BBC执行委员会两个分立的机构取代了原来的董事会,现任董事会主席格雷先生将会继续任职到二零零七年。他和马克总经理对绿皮书表示一定的遗憾,但是作为格里格·戴克的继任人,他们与政府之间的关系不会坏到哪里去,因此,尽管明眼人已经看出公共电视的前途在此届工党政府手中断送掉,但也没有太多的力量去改变扭转了。

 

一个让学术界永远感兴趣的公共电视的资金来源问题即将在全面数字化时代来临之际由政府作出最终的解答。十年后,BBC会是什么样的呢?有人提出让BBC以收订阅费的形式来获取其生存的资金来源。但是失去执照费的BBC不会再去用一个相似的并且是可选的收费形式了。在目前商业化节目层出的BBC,并和多家公司联合推出商业性电视频道,在杂志市场上风生水起的BBC未来会变成什么样的媒体集团,这将是传媒经济学家和管理学者继续关注的事情。

 

政治家们将如何在BBC的前途问题上争执呢?看来应该不会有更深入的争执了。从撒切尔的保守党政府以来,在传媒市场化上,尤其是推动BBC的商业化上,从来都是政府在主导,只是由于BBC坚守自己的公共广播服务者的建立社会公信的信仰而没有妥协。凯利的死终结了一个时代。BBC七十七年公共广播服务的理想终于在这本绿皮书的影子下将要黯然退出了。

2005年02月27日

现在的官员一谈到数字化,眉飞色舞,好象一切模拟时代的问题都会因为数字电视而改变。似乎不是机制有问题,而是技术有问题,而这技术有问题不是政府不推动,而是老百姓不接受。一谈到数字化,就跟市场化扯在一起,好象数字电视就一定要赚钱,一定要让老百姓掏钱不可。不信,请看国家广电总局新闻发言人朱虹的话:最初,我们在推行数字电视时,百姓认为是政府的变向收费。其实,数字电视服务类似国外的付费电视,数字电视服务采用有偿服务的原则,是我国广电行业走向市场化经营的改革举措。新华网 2003-12-02 10:06:02,来源:光明日报)

 

现在搞宣传,有一种观点也让人惊奇,同上述来源一样,文章说:“据技术人员介绍,用户只要在家中加装一台数字电视机顶盒,就可以用现在的电视机接收数字电视节目。机顶盒输出的数字电视节目不再有模拟电视节目中经常看到的雪花”“斜纹等干扰信号,电视画面特别清晰、逼真,电视画面质量达到500线。不仅如此,观众每天还可以收看到500多套电视节目,从根本上解决了模拟电视节目不好看的问题。”用这种不太负责任的语言来描述数字化的未来恐怕有点不象传媒的立场,倒象是广告。

 

还有一种宣传就非常不负责任了,他们宣称:“数字电视频道不插播广告”(新华网 2003-09-02 08:47:21),来源:北京青年报

 

笔记想就本人在英国对数字电视发展的观察谈一些个人的想法,也就中国的数字电视发展提出自己的一些意见。希望大家不要对数字电视误会了。

 

首先,我要声明,数字电视一定要发展,而且他也正在发展。在中国,更要快快地发展。我们的现代化发展有时候需要一些机遇来实现起飞,数字电视就是一个机遇,中国人不能在这个机遇面前掉队,必要的话应该全民努力,共同实现这次事关民族发展的难得机遇。

 

但是,凡事的发展也有它的规律,如果破坏了规律我们得到的也许是和我们的初衷并不一致的结果。适逢我国数字化时间表制订,各项标准正在出台之时,有必要再把目光投向一些数字化发展进程比较不错的国家。

 

非常有幸能在这个机遇期里在英国这个全球数字电视发展最好的国家里学习传媒。也愿意就我的观察和大家作一个分享。事实上关于英国数字电视发展的中文综述性文章是有的,如果大家有兴趣也可以阅读,我在这里更多地想理清一些大家误会的观点。

 

数字电视=付费电视。

 

这个观点在现在的媒体宣传中比较普遍,我们的广电官员们也好象比较热衷于此。广电总局的政策也明确地指出:发展数字电视要围绕寻求广告之外新的经济增长点,由一元化经营向多元化发展的思路,即把开展付费电视业务作为推动数字电视发展的主要方向。在实际推动中,我国广电的政策执行者也确实是在把数字电视当付费电视看待和推动的。这体现在我国对有线数字电视的发展上。这项政策的出台引来了消费者的强烈不满,这确实是不出所料的事情,政府来推动传媒市场化并用行政性的东西来保证这种市场化,对于传媒这样的双重产品来讲确实是不公平,更不用说我国广大观众早已习惯了低收费的所谓“免费电视”模式。

 

在英国,数字电视的推动来源于墨多克的新闻集团。当然这话说得有点过,但是新闻集团确实在数字化上对英国产生了重大的影响,我们看到由于墨多克与撒切尔政府的关系,导致初期英国卫星广播(BSB)与天空卫视之间的竞争最后走向融合,新的BSKYB取代原来的竞争态势,在卫星数字电视方面一统英国的天下,在数字化发展的用户数增加的市场战略上也取得巨大的成功。在卫星数字电视的成功下,ITV的数字电视平台终于倒掉。但是这样的情况在去年发生了变化,freeview(“免费看”)平台取得了巨大成功,导致天空卫视的用户数在去年八月出现停滞。今年天空卫视打出免费看一个月的促销措施,但是订户并不见大的增长,相反“免费看”平台的用户却是在不断增加。“免费看”平台是一个无线数字电视平台,它上面有三十个频道,部份频道是几个电视频道共用。对于只交执照费只能看五个频道的英国电视观众来讲,三十个频道确实太有诱惑力了,更何况,他只增加在购买机顶盒时的初装费用而已。现在的英国数字电视之争应该是“免费看”平台与天空卫视的争夺了。但是人们更普遍看好“免费看”平台,至少它为社会上的一大部份低收入或者不愿意在电视上多花钱的消费者提供了选择。

 

在英国,政府也是极力推动数字电视的收费模式的。但是这里面有深层的政治原因,这个从BBC与英国政府的矛盾上得到体现,凯利案件导致戴克下台,但BBC的传统仍然让新任主席要为BBC的执照费收入而争取。英国政府在新近的关于执照费和数字化转移的绿皮书上将对此事件划上一个历史性的句号,但是不可否认,这样的政治决定是与社会变革有关的。有的东西也不是市场说了算的。

 

在我国,广电总局强调地面传输标准未制订,而没有积极推动中国无线数字电视平台,相反去做另一项也是走收费路线的直播卫星平台。这样将消费者置于只能付费的境地。这实在与政府的服务最广大人民群众的职能不相符,也难怪他们的政策得不到充分的响应。或者根本没有考虑过有线平台上的免费数字电视。只是模糊地说现在的所有模拟频道都将转为免费数字电视频道。这个政策的宣传恐怕就没有收费政策的宣传那么充分。而老百姓现在担心的就是数字了,我们还看什么?

 

在我国,电视的公共性从来没有得到过体现,普通电视观众对电视的公共性要求也不高,政府在免费电视模式和收费电视模式上其实不应该做此轻彼重的选择。因为在我国,免费电视也就意味着大量的电视广告。哪种赢利模式能成功,不是政府说了算,应该让市场来检验。当然了现在的市场是政府主导的市场,因为参与这个市场的电视台及网络公司都是政府的资产,所以他们想怎么随心所欲地玩就怎么玩,从来没有人会对这些资产的损失负经济或历史责任的。

 

数字电视就一定信号好吗?

这话听着跟“开好车的人就一定是好人”这话这么熟。数字电视如没有亲眼所见,你会充满想像力。但任何事物都有条件的。我在英国的商场里看数字电视的演示,也会因为电流的原因,周围电磁信号的原因,导致画面出现些问题。而在看互动的电视,如电视购物,信息查询等节目时发现信号更加的不好,演示的高清平板电视上的字并不清楚,有强烈的信号抖动。同时用菜单选择进入另一频道象电脑一样,需要一个loading的过程,非常慢,完全没有一按遥控器,想要的东西就立刻出现的快感。所以,数字电视并不是个尽善尽美的东西,他也是在发展中的,不要一开始就把它写得那么漂亮,想起网上的一个片子“廉通的二零零四”上面有句话,“我们做运营商的,不要把话说得过头了,否则是要还的”。

 

在全球化,集约化(convergence)的今天,数字电视应该让电信运营商进入,这在我国却是没有人来谈论的,有人以为数字电视打破央视垄断,其实央视在数字电视上根本没有垄断,因为信号的传输权一直没有掌握在央视手上,央视到现在为止也还只是个积极的内容提供商而已。在我国,广电竞争如果不让电信运营商进入,只喊着吸引境外资本,民间资本那是绝对错误的事情。传媒的公信力有时来自于实力,有实力的企业往往是负责任的企业,这样的企业来运营媒体才有可能保证这些媒体不乱来。可是我们的广电政策制订者从来对电信业的生猛怕之又怕。曾经有过一个电视台的人说,直的好可怕,电视台和移动公司开会商量广告价格,电视台这边坐的一帮老人,移动公司那边一色的年轻人。这样的人力对比,电视台就已经输了许多,如果真把电视拿给电信做,电视台这帮人还活得成?虽然是玩笑话,但是以我国目前电视台的内部管理,人事制度来看,确实无法和电信运营商竞争,这个行业开放的话,最大的赢家不是中央电视台,倒有可能是中国移动通信公司。

 

数字电视不插播广告。

 

这话是受收费模式的误导。事实上在英国,收费的数字电视里也是有广告的。换个形式,或者直截了当。为什么会这样呢?因为你付费并不是付一种费用,你的付费选择是比较多的,在这方面体现了市场性,你花多少钱得到多少程度的服务,你只付个基本费,那给你的服务也是相对有限的,你付得多,得到的服务自然也多,也会更好。选择性上更强,想看没广告的频道,那也可以看到。如果说数字电视不插播广告,我想许多媒体都会欢迎的,电视这个最强大的敌人不播广告了。这相对于我国非常巨大的电视广告份额来说,这样做数字电视可能吗?这样的描述也不要误导了我们的消费者,否则将来消费者会找你们的麻烦的。

 

说到最后,我觉得我们最应该关注的还是我们的广电管理体制和我国电视如何走市场化道路这个核心问题。如果我们不能解决政府,人民,投资者几方面的协调问题,我们的一切模式都可能失败。而如果我们的资产不是政府的,不是人民的,那可以有限责任地尝试。如果是拿政府的钱来做事,我们就一定要考虑将来谁来为这样的决策负责的问题。

2005年02月26日

Dear Giorgos

Thank you very much for forwarding the minutes of your meeting and for the
constructive criticism of various aspects of the programme. I had not been
made aware that you were holding a student meeting and, if I had, I would
have made the suggestion that staff should have also been present in order
that some of your concerns could have been addressed in an open forum.
This is how we run our undergraduate staff/student committee which is very
useful for lecturers and students alike. I would suggest that we plan to
hold another meeting with teaching staff from this semester to discuss
issues arising from this semesters units after the mid-semester break.

I shall certainly pass on your comments to relevant members of staff
regarding the points raised. If there are any immediate concerns that I
can attend to as acting director of the course I shall certainly do so.

I appreciate the time and effort you and others have put into drafting the
memo, and thank you for the constructive tone of its delivery.

Regards
Richard

Dr Richard Haynes
Director, MSc in Media Management by Online Learning
Department of Film & Media Studies
University of Stirling

The following are a set of minutes from a class meeting held by the MSc in Media Management group on the 17th of February 2005. The meeting was held as a result of a number of requests from students after the first semester and out of a need to constructively contribute to what the course can offer now and in future. A number of suggestions were made by the class to the class reps in the hope that some of what was suggested could be put into effect while the class is still enrolled in the course, but if not, it is hoped that some of these suggestions could be implemented in later years. Points of discussion: – WebCT: There was a request that the WebCT for the course be made much easier to access. A number of students have had difficulty accessing the WebCT. – BOOKS IN RBR: Could more copies of core text/compulsory text please be put in the RBR of the library. Maybe extra copies of some of the readings could be put in the Pathfoot resource centre. – DISSERTATION PROPOSALS: o The majority of the students felt that there was a lack of support and clear guidance on the writing of the dissertation proposals. Not enough feedback or clear feedback was given to guide the students to make sure that the proposal was clear. Some students have had to rethink their proposals. o Most of the students felt very rushed to deliver the proposal to the department. The students had hoped that clearer feedback would be given on the content, approach to writing and way forward for their dissertation proposals. o The discrepancy between the rough draft mark and the final proposal mark was such in some cases, that the students felt they didn’t understand why the final marks were given. It was suggested that the students get clearer notes to explain the difference or at least have an opportunity to discuss queries regarding this matter. – FIRST 3 DISSERTATION CHAPTERS FOR SUBMISSION: o A request to move the submission date of these chapters to the 23rd of May or at least to the first week after the exams. The week of the 3rd of May does not work well because that is the week of group presentations for the Strategic Management course. – ELECTIVES FOR THE SECOND SEMESTER: The students would like to have the opportunity to enrol in all the courses offered during the second semester. It was felt that with most of the week being left open, there would be enough time to take both Media Rights and Marketing Communications. – INDUSTRY EXPOSURE: The students liked the fact that they had the chance to listen to various speakers from the media during the first semester. That was very valuable. They would like to get guest lecturers in the second semester as well. o Although it is understood that this is not a vocational course, the students would like to have the chance to go to industries where media management principals are implemented. They would like to see what they learn in class put into practice in the real world. o A second request was made by the students to have previous graduates of the course come and give talks on what the degree has done for them and what opportunities were open to them after the degree. – ACCESS TO LAB EQUIPMENT: The request to have access to the editing suites and/or radio broadcast facilities on campus. Seeing as most of the students would eventually go into managerial positions later one, it was felt that a basic understand of how the basic equipment worked would be of value. If access to these facilities is not possible, a brief introduction on how the TV and Radio equipment work would be appreciate. – EXAMS: Could Media Management students be allowed to re-sit exams in courses they share with students from other disciplines who are allowed to re-sit (e.g. Accounting and Finance). As previously mentioned these are suggestions and requests which came from the students. It is hoped these suggestions will go toward improving a course which the students have learned a lot from. It is also hoped that these suggestions will be of value to future students.

2005年02月18日

斯特灵大学在《泰晤士报》的大学排名位列三十八(2004),他的传媒专业排名第十八。但是如何看待这些排名呢?毫无疑问,这些排名都是综合指标,包括有本科以及其它方面的理由。所以我们在看传媒管理这样的专门学科时可以抛开排名,单从一些要素来看待。作为一名正在斯特灵大学攻读传媒管理理学硕士学位的学生,想就我个人的亲身感受,谈一谈这个课程,方便国内有关专业研究人士及立志报读此专业的后来者一些感性认识。

 

我认为斯特灵大学的传媒管理专业是非常有口碑的。也在国际上享有盛誉。本班三十一名学生,有三十人来自世界各地。其中有超过七名奖学金获得者。所以该专业非常吸引世界各地的传媒精英。在斯特灵大学,该专业也是此大学非常有影响力的专业。听说你在这个专业学习,其它学生都会报以佩服的眼光。声誉来源于该专业的毕业生和多年来的教学与研究工作。当然主要是来自于该系的系主任,课程指导吉莉·道尔(Gillian Doyle)博士。

 

吉莉是位身材魁梧的苏格兰女人,年约三十几岁,也许有四十,从来不带手表,上课计时是借同学的手表,这件事很有意思,借她手表的印度同学,有把手表拨快十分钟的习惯,这个同学也不说,但吉莉的时间感觉极强,她能判断这块手表的时间不对。所以她的每堂课似乎都非常准时。但是她的lecture通常就是几张幻灯,和她异于常人的飞快语速。她的声音并不带苏格兰腔,这与她在伦敦呆过很多年有关吧。她在seminar上也通常并不给你太多的时间发表自己的意见。通常还是以她的想法为准,最多愿意听听各国的介绍。为此本班一南美同学对她极其不满,认为她根本不会听不同的意见。认为她适合教本科而不适于教研究生。从这里看出这个女人非常自负。不过也只有这样的人才会在这个男人的学术世界里取得强大的影响力。

 

吉莉通常不会迟到,唯一一次是评教授。不知道她今年是否能如愿得到教授称号。她多年的title都是Dr.不过遗憾的是下个学期她将不上任何一堂课了,她将专心做她的研究半年。据说按这边的规矩,她每几年有一年的时间可以专心做研究而不用上课了。不过也很幸运能够听她上一个学期的传媒经济学。

 

吉莉在业界有很高声望,她每周会邀请一位客座来讲课。都是传媒业界的精英分子,从广播电视到杂志,从报纸到因特网。这些教授的课非常深入,应该说比吉莉的课有深度,有趣味。但吉莉仍然是这些课程的绝对主导,她会毫不客气地打断学生的追问,自已跑去提几个问题,然后宣布下课。

 

在她的领导下,传媒管理硕士课程要求非常严格,学这门课,你没有补考的机会,如果一门功课不及格,那么你就无法获取学位。每个学这门课的学生都非常的疯狂。以至于我这样的英语专业毕业的学生不得不申请英语写作课程辅导。

 

吉莉著有两本书,《理解媒介经济学》和《传媒体制》两书据说都有中文版,不过我只查到前一本由清华大学出版社出版的中文版。今年将有第三本书出版,是关于传媒研究方法的,和本系另一位牛人,西蒙教授合著,此人也是吉莉的博士生导师。这个人很有趣,长得象“窈窕奶爸”中的男主角,上课经常迟到,在全体学生做presentation时,也会借故提前早退。不过此人牛津毕业,在研究方法教学上很有一套,一个酒糟鼻的老头竟然是研究流行音乐的专家,你想不到吧。本来也有意搞流行音乐研究的论文的,后来由于害怕他的不准时,还是放弃了。

 

本专业的几门选修课都是MBA的课程,包括财务会计,组织行为学,整合营销和公司战略。这些课是与各管理专业的学生共同上课。这些方面斯特灵应该不算太强,所以也就不谈教师了,主要还是靠学生自己体会。我觉得这些课程都非常有意义, 尤其是在中国传媒企业化的过程中,这些东西都会用得上。但我却不知道在国内学MBA是不是要比在这里强些。但不管怎么样,用英文学总归有许多优势。正如我的楼友,一位英国的博士生告诉我的那样,他说商业领域的专业语言是英语,所以你应该用英语学习这些课程。如果我们回去面对外资挑战,我们怎么能不学会至少是英语的行话呢?

 

在做论文方面,我发现这里非常强调案例研究。在吉莉和西蒙的新书中也会强调这一点。当然你也可以写别的东西。由于论文还没开始写,所以这里也不好说太多。

 

毕业方面,这里的学生似乎没有得到太多的尊重,尤其是在国内。我想这个专业对于国内来说非常有意义,我写这篇文章的目的也是要国内的传媒界对这个专业特别注意。最近吉莉的许多有关报道在国内会多一些,连北广的胡正荣老师也说他正在读“这位后起之秀的书”。

 

有必要指出的是,斯特灵大学传媒管理专业的办学方针是非常严谨的,虽然迫于文学院的压力,在招生方面出现了一些吉莉所不愿意看到的情况,如班级规模增大过快,大量没有工作经验学生的涌入。但是总体来说,这个专业还是要求非常严格。另外他的学术风气非常正,在传媒经济方面有许多大腕,这里非常注意原创性,和恰当的引用。所以这里的学术气氛确实是国内所无法见到的。

 

这个专业深受英国外交部志奋领奖学金获得者的喜爱,也证明这个专业在许多国家的影响力。中国的奖学金获得者戴以戎已经成为国际电台的频率总监。其它国家的优秀传媒工作者和学者也在汇聚这所学校中。在本级中, 有一位正在西班牙读博士的学生,专门拿出一年的时间到该校攻读其硕士学位。可见其在业内的号召力。

 

简单的一些介绍,作为抛砖之作,期待着更多的提问,也非常欢迎传媒业内的人士来到美丽的苏格兰,在这个《勇敢的心》故事流传的地方深入地学习并且思考中国的传媒产业化及相关的课题。本人的email: sf064@stir.ac.ukstirfang@hotmail.com