學號：M9516107
論文名稱：空中美語集團經營策略之個案研究
頁數：55
院所組別：國立台灣科技大學管理研究所全球化策略組在職專班
畢業時間及提要別：九十六學年度第一學期碩士學位論文提要
研究生：張香美 指導教授：劉代洋 博士
論文內容提要：
本研究採用個案研究方法，針對空中美語集團多年來之經營策略，包括規模經濟與品牌優勢、範疇經濟與藍海策略，進行詳細的說明和分析。空中美語集團從發行空中美語雜誌起家，提供高中、職學生美語學習教材，經營相當靈活、成功，目前，空中美語集團的業務正積極朝向兒童美語加盟店和技專校院客製化教材之方向發展，在過去近三十年的發展歷程中，雖然前後面臨嚴酷的市場挑戰，然空中美語集團終能在不同階段運用各種不同的經營策略，創造不錯的績效。本研究將針對空中美語集團之經營策略進行個案研究。
以下為本研究之研究結論，空中美語集團擁有以下經營成果，包括：
1. 成本領導策略
改變光碟包裝方式，成本下降為原來的10%。以當時每月的銷售量30萬盒計算，每月節省的成本金額即可高達135萬元，一年即可超過1600萬以上。改變寄送方式，每月美語雜誌包裝費用的成本節省即有60000，一年可達720000之譜。
2. 差異化策略
完整的產品線；外派外籍教師協助高中職校園美語老師完成錄音工作、題庫（教師手冊）、彙整編制適合高中職各年級學生使用的最佳高中美語教材。這些差異化服務，都是首先由空中美語雜誌所提出，贏得全國高中職美語教師之熱烈迴響，也大大提高美語雜誌之訂購數量。
3. 集中策略
專注於美語雜誌之出版業務，並沒有參與其他非相關領域的事業或多角化經營。主要的產品線即為提供高中職學生升學使用的輔助教材。早期雜誌銷售對象主要為一般訂戶為主，近十年來，才開始進入校園推廣高中職校園美語雜誌事業。
4. 品牌優勢
空中美語集團具有品牌效果(含多種教材等)和廣告媒體(美語雜誌媒體平台，效果頗佳)兩者的營運綜效。凡是空中美語集團所新開發的教材和產品，均可透過本身的雜誌予以廣告或進行有利的宣傳效果。
5. 深耕市場優勢
技專院校客製化的美語教材市場亦積極開發當中，且具初步成效。再者，未來可駕輕就熟開發成人美語、各類專業美語、以及旅遊美語(遊學市場)等各不同類型的美語市場。空中美語雜誌近30年來所累積豐富的發行雜誌經驗、優秀的中外編輯群、一流的銷售通路人才，兩相結合，對各項事業均帶來相輔相成的巨大效益。
6. 範疇經濟
開發全新無人參與和競爭的技專院校美語市場，再本著客製化的需求針對每一所技專院校編制符合各校特色和需求的美語教材，目前已有多家技專院校簽訂購買契約。從發行空中美語雜誌到兒童美語加盟店進而技專院校客製化教材，未來再擴大開發各類專業美語市場顯然輕而易舉。
7. 著作權優勢
由於兒童美語雜誌編輯之定位乃以非英語系國家為主要市場，除大中華地區外，由於本公司擁有著作權之寶貴無形資產，未來世界其他地區均可透過授權收取權利金方式，或授權美商進行推銷，估計未來五年此部分獲利可高達一億元以上。
8. 營運成果
已有兒童美語加盟店120家，97年底完成20所技專院校之簽約。並在光碟包裝、品牌知名度、兒童美語加盟、技專校院客製化以及差異化服務方面做到藍海策略之實踐。

The purpose of this paper is to study the management strategy of the American Magazine Center (hereafter AMC) in a case method style. Competitive strategy and economies of scale, and economies of scope and blue ocean strategy are the main two key successful factors to be analyzed in details in this study. AMC has become the most popular supplements to the English magazine among high school students, and from that successful experience, AMC started to enter children’s English learning opportunities since two years ago. However, AMC has experienced many challenges over the past thirty years. Again, this is a case study to record all of the interesting strategy in the above two important settings.

The major summary and conclusions are the followings:
1. Cost-leadership strategy
To change the way to wrap-up style, cost has been reduced by 90% and with 300, 000 boxes to count, cost savings just for this alone has reached 1.35 million’ s dollars per month and more than 16 million dollars ; furthermore, to change mailing custom, cost savings also reached up to 720,000 dollars per year!

2. Differentiation strategy
There are many differentiation services provided such as a complete product line, sending foreign English teacher to help local English teacher record for students’ listening test, providing ,many test bank as part of teacher’s manual, AMC certainly has made the first move over its competitors and the sales volume is created overwhelmingly.

3. Focus strategy
To focus just on magazine production including editing, R & D, channel. No more diversification strategy or any unrelated businesses are involved over the years.

4. Brand Equity
A strong brand advantage from AMC certainly has made AMC with huge advantage in brand equity and media advantage over its competitors.

5. Creating market advantage
AMC has made huge success over magazine for high school students and from that part on, to move on to children’s English learning opportunity and to customize the English magazine for Professional schools has become a huge plus financially for AMC.

6. Economies of Scope
AMC ‘s next move is to move on to children’s English learning business and also start to customize the English magazine for Professional schools in college level has definitely become a good business model of economies of Scope.
7. Patent advantage
AMC has accumulated a huge success in intangible assets such as copyright and it can be easily implemented to other non-English speaking countries and regions as well.

8. Operation success
Children’s English school franchises has reached 126 schools and it could reach around 20 Professional schools in college level. The blue ocean strategy has become reality in AMC overall business model.

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