Strategies of Innovation for the Newspaper Business in Taiwan─ A Case Study of the Apple Daily

• Main Authors: Ting Hsing-Hua, 丁興華
• Other Authors: Deng-Lung Hsieh Ph.D.
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/13035305209618954362

碩士 === 東海大學 === 管理碩士在職專班 === 97 === The newspaper business of Taiwan started around sixty years ago (1949). The deregulation of the press business in1988 created a liberal room for newspaper companies’ development. The emergence of the cable TV and internet businesses around the mid 1990s, however, severely threatens newspaper companies, causing some of them to shut down. The Apple Daily, a newspaper company of Hong Kong, started is business in Taiwan in 2003. It has reached breakeven two years after the issue and is the only newspaper company with profits, within the late 2000s. This study attempts to profile the editing, advertising, and publishing strategies of Apple Daily. I employ Gary Hamel and Gary Getz’(2008) radical imperatives to conduct qualitative analysis. I find that Apple Daily’s operatives are consistent with these five imperatives including “developing radical innovations”, “accepting innovation sources outside the organization”, “increasing development efforts and resources”, and “the ratio of ‘radical innovation / progressive innovation’ being remarkably higher than others”. Its prominent strategies lead it to dominate its rivals.