自2003年国家开始大力推行数字电视以来，有线数字电视取得了辉煌的成绩。2016 年，中国有线数字电视用户规模出现首次下滑，截止2017年，有线数字用户的流失用 户高达900万户，并且流失速度还在增加。中国的有线数字电视用户的规模大幅度提升， 截止2017年，我国的有线数字电视用户规模总量已经突破2.45亿户。究其原因，在行 业外，随着互联网的兴起，智能手机、智能电脑的兴起，颠覆用户的日常生活习惯，使 得有线数字电视行业出现大幅用户流失。在行业内，随着三网融合政策的推进，电信网、 移动网、互联网开始互相打破壁垒，有线数字电视行业深圳广电市场受电信、联通、移 动的终端冲击，丧失了部分的用户。随着有线数字电视行业竞争的加剧，CW数字技术有 限公司所面对的深圳广电市场竞争压力愈发严峻。在竞争相对不激烈的时期，大多数企 业只要发现和及时地利用机会，就可以比较轻易地获得高于平均水平的利润。而如今需 求不足和竞争激烈已经成为我国企业所面临的共同问题【1】。面对如今的市场大环境和行 业竞争，CW数字技术有限公司虽仍能保持其自身行业地位，但如果没正视自身问题，适 应市场变化，进行转型升级，势必会被市场所淘汰。 基于以上情况，本论文以CW数字技术有限公司为案例，分析面对市场挑战时应如 何进行经营模式的调整。本文主要分为四个部分，一是查阅了国内外有关于经营模式研 究现状，以此为支撑，为下文研究CW数字技术有限公司的经营模式转型打下理论基础； 二是分析CW数字技术有限公司深圳广电市场的外部环境，从宏观环境、市场环境及行 业环境和竞合环境进行分析，明确其外部环境现状，总结出其威胁和机会所在；三是分 析CW数字技术有限公司深圳广电市场的内部环境，分别是企业资源、企业能力及企业 核心竞争力，明确其参与市场竞争的优势和劣势所在；四是围绕CW数字技术有限公司 深圳广电市场的经营模式的转型升级进行讨论，分析出其原有经营模式存在的问题是盈 利来源少、利润波动大、经营被动化，针对原有问题，进行经营模式修正，提出经营模 式从机顶盒销售向机顶盒+增值服务的方向转变，使其经营主动化，增加广告盈利、内 容盈利等，从而帮助解决CW数字技术有限公司盈利来源少、利润波动大的问题。最后， 从人力资源管理、提升技术水平、财务资源管理的角度设置后期保障措施并进行效果分 析。本文立足于CW数字技术有限公司深圳广电市场的内外部情况，希望其能对CW数字 技术有限公司的发展起指导作用、丰富经营模式转型的理论研究和实际执行，推动行业 发展。 关键词： 深圳广电市场；数字电视；经营模式； II Abstract Since our country began to push digital TV vigorously in 2003, cable digital television has made brilliant achievements. In 2016, the number of cable digital TV subscribers in China declined for the first time. As of 2017 the loss of cable digital users reached 9 million households, and the rate of loss is increasing.Because,with the rise of the Internet, the rise of smart phones and smart computers, cable digital TV industry has lost a lot of users. At the same time, with the advancement of the triple play policy, telecommunications networks, mobile networks, and the Internet began to break down their barriers. The cable TV industry's broadcasting and TV market was hit by telecom, China Unicom, and mobile terminals, losing a large number of users. Skyworth Digital’s competitive pressures in the broadcasting and television market are becoming more and more serious. In a period of relatively less competitive pressures, most companies can easily obtain above-average profits as long as they find and use opportunities timely. Nowadays, insufficient demand and fierce competition have become common problems faced by Chinese enterprises [1]. In the face of today's market environment and industry competition, Skyworth Digital can maintain its own industry rank, but if it does not face its own problems, adapt to market changes, and carry out transformation and upgrading, it is bound to be eliminated by the market. Based on the above situations, this paper uses Skyworth Digital Technology Co., Ltd. as a case to analysis of how to adjust the business model in the face of market challenges. The first is to consult the concept and theory of business models at home and abroad, as well as the domestic and international research status of the digital TV industry business model. We will study innovative business model of Skyworth Digital below, using above data as theoretical foundation and reference materials. The second part is to analyze the external environment of Shenzhen broadcasting and television market of Skyworth Digital Technology Co., Ltd. Through combining with the development of the industry and the needs of consumers, analyzing the external macro environment, internal environment and industry competition, we can clarify its current market environment and summarizes the threats and opportunities. The third is to analyze the internal environment of Shenzhen broadcasting and television market of Skyworth Digital, contained enterprise resources, enterprise capabilities and core competence of the enterprise. So that we can clarify its advantages and disadvantages in market competition. The fourth is to discuss the transformation and upgrading of the operation mode of Shenzhen Radio and Television Market of CW Digital Technology Co., Ltd., and analyze III the problems existing in its original business model, such as less profit source, large fluctuation of profit, passive operation. In view of the original problems, the business model is revised, and the business model is changed from set-top box sales to set-top box value-added service, so as to make its management initiative, increase advertising profit, content profit, etc. Thus help solve the CW digital company profit source is small, the profit fluctuates big problem. Finally, from the point of view of human resource management, improving technical level and financial resource management, the author sets up the later safeguard measures and analyzes the effect.Based on the internal and external conditions of Shenzhen broadcasting and television market of Skyworth Digital, this paper hopes that it can guide the development of Skyworth Digital, enrich the theoretical research and practical implementation of business model transformation and promote the development of the industry. Key words: Radio and television market; digital television; management model; IV 目 录 摘要 ............. I Abstract ........ II 第一章 绪论 .. 1 1.1背景及意义 ......................... 1 1.1.1论文选题背景 ............... 1 1.1.2论文研究意义 ............... 1 1.2 对象和问题 ......................... 2 1.2.1 研究对象 ...................... 2 1.2.2 研究问题 ...................... 2 1.3 文献综述 ............................. 3 1.3.1经营模式的概念 ........... 3 1.3.2经营模式的构成要素 ... 3 1.3.3国外数字电视行业发展情况 ...................... 4 1.3.4国内数字电视行业发展情况 ...................... 5 1.3.5数字电视的运营模式的研究情况 .............. 6 1.3.6数字电视行业发展 ....... 6 1.4研究内容和研究方法 ....... 10 1.4.1研究内容 ..................... 10 1.4.2研究方法 ..................... 10 第二章 外部环境分析 ............... 12 2. 1宏观环境分析 ................... 12 2.1.1政治环境分析 ............. 12 2.1.2经济环境分析 ............. 14 2.1.3社会环境分析 ............. 14 2.1.4技术环境分析 ............. 15 2.2市场环境分析 ................... 15 2.2.1中国整体市场环境 ..... 15 2.2.2深圳市场环境 ............. 16 2.2.3消费者需求调研 ......... 16 V 2.3行业环境分析 ................... 19 2.3.1产业链情况 ................. 19 2.3.2整体发展情况 ............. 20 2.3.3地区发展情况 ............. 20 2.3.4行业趋势 ..................... 21 2.4竞合环境分析 ................... 22 2.4.1用户体量分析 ............. 22 2.4.2 套餐策略分析 ............ 26 2.4.3 节目内容分析 ............ 28 2.5机会与威胁 ....................... 31 第三章 内部环境分析 ............... 33 3.1 企业概况 ........................... 33 3.1.1发展概况 ..................... 33 3.1.2产品及业务概况 ......... 33 3.1.3销售现状 ..................... 34 3.2 资源分析 ........................... 35 3.2.1有形资源—生产资源 . 35 3.2.2有形资源—财务资源 . 36 3.2.3有形资源—人力资源 . 37 3.2.4有形资源—组织资源 . 37 3.2.5有形资源—环保力度 . 38 3.2.6无形资源—品牌影响力 ............................ 38 3.2.7无形资源—客户资源 . 39 3.2.8无形资源—技术资源 . 40 3.2.9无形资源—企业声誉 . 40 3.2.10无形资源—社会形象 ...................