Exploring the Business Model of Business Magazine Publishers between China and Taiwan :A Case of Harvard Business Review

• Main Authors: Yang, Tai -Hsing, 楊泰興
• Other Authors: Chi, Hui-Ru
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/5zur67

碩士 === 亞洲大學 === 國際企業學系 === 102 === This study investigated business models of two Chinese versions of Harvard Business Review (HBR): Simplified Chinese in China and Traditional Chinese in Taiwan. We interviewed editorial staff of both publications to explore why they adopt two different organizational structures: vertical integration strategy for the Simplified version and market strategy for the Traditional version. We also compared the contents of the two publications to examine how the two strategies impact publication quality. With contextually based in-depth interviews, we used Mark W. Johnson’s four-box business model to identify factors contributing to the successes of and differences between the two publications. The four elements embedded in the model include customer value proposition, profit formula, key resources, and key processes. Although the contents of the two publications are similar (over 70% identical), the two publications face two different types of markets. Consequently distinct organizational structures were implemented in the production process. Since both publications are profitable, cost control is not a major consideration. To ensure quality, a vertically integrated approach has been adopted by the Simplified version in China. We suggest the Traditional version to seek opportunities to collaborate with the Simplified version in content generation and marketing.