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| 研究生： |
陳禾穎 Ho-Yiing Chen |
|---|---|
| 論文名稱： |
帕格數碼面臨數位廣告發展的挑戰 The Challenge of Digital Advertising Development by Paganini Plus |
| 指導教授： |
欒斌
Pin Luarn |
| 口試委員: |
陳正綱
Cheng-Kang Chen 羅天一 Tain-Yi Luor |
| 學位類別： |
碩士 Master |
| 系所名稱： |
管理學院 - 管理學院MBA School of Management International (MBA) |
| 論文出版年： | 2018 |
| 畢業學年度： | 106 |
| 語文別： | 中文 |
| 論文頁數： | 96 |
| 中文關鍵詞： | 數位廣告 、廣告技術 、新創企業 、創新 、廣告 、需求方平台 、供給方平台 、廣告代理 、廣告銷售 、廣告成效 、廣告追蹤 、獎勵式廣告 、使用者行為分析 |
| 外文關鍵詞： | Demand-Side Platform, DMP, Data Management Platform, SSP, Supply-Side Platform, RTB, Real Time Bidding, AD Technology, AD Tech, Digital Advertising |
| 相關次數： | 點閱：218 下載：5 |
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數位廣告技術發展，一日千里，相對投入數位廣告的廠商與團隊也越來越多。除此之外，整體廣告市場在分配預算上，也產生大量板塊位移效應。過去，廣告主將原先放在電視、廣播、平面等預算，持續轉移投入到數位廣告的領域之中，其主要原因來自於用戶幾乎無時無刻連線，他們目光與聚焦位置，全在掌心的行動裝置之中。目光之所在，廣告曝光及價值之所在，因此在數位廣告市場持續增長的狀態下，在整體廣告技術發展的生態系裡，有不少的團隊、組織各自扮演不同的角色，為數位廣告市場的蓬勃發展，帶入更多活力與活水。
本個案由數位廣告技術平台發展的緣起，再到數位廣告其商業模式的演進，以其經營者Norika為出發點，藉由帕格數碼這間公司，闡述一整套數位廣告發展過程及其商業模式形塑的方法。尤其Norika在數位廣告領域的工作實務超過十年，在數位廣告快速發展的過程中，實際參與設計系統，並帶領團隊將整套廣告機制研發、產出，為台灣在數位廣告技術發展的進程中，具體做出一套經複雜資料計算、分析與歸納的廣告需求方機制，再到資料管理平台，用標籤化技術來辨識網路上的使用者，進而推送精準匹配的廣告到使用者面前，提高廣告被點擊機率，替廣告主帶來期盼的效益。
同時，由本個案帶出數位廣告的商業模式如何被設計出來，以及面對數位廣告這種全新技術領域，企業經營的風氣、文化、態度，甚至是包含了投資人又該怎麼去觀看這整個商業模式的成長，文中均有相當程度的著墨。Norika在個案之中扮演帕格數碼的最高經營者，在面對快速發展、高度競爭的數位廣告市場，其決定公司營運的方向以及商業模式迅速調整轉換過程中，採取了順應市場潮流的快速轉進策略，以高強度的方式帶領團隊不斷產出各類廣告產品，像是音訊式廣告、獎勵式廣告不同格式的廣告。
再者，數位廣告市場投入的競爭者相當多，除了純粹同質的競爭關係外，又因為各公司組織設計的不同，事業體運作的功能差異，常會發生既是競爭又是合作的狀態。身為經營者的Norika，因應董事會要求，在有限資源之下，還有既定公司組織的配置發展，向外尋求其他競爭對手的合作，做事業功能上的互補。然而，在彼此同時競爭同一位廣告主的預算時，雖會聯合做業務銷售，可各自看上不同的利益點，實際面臨廣告主提案時，還是會在預算分配多寡上，碰到許多分配不均的問題，進而帶來實際業務收入受限等狀況。
As digital advertising technology advances by leaps and bounds, more and more companies and teams start to plunge into digital advertising. In addition, the overall advertising market has a significant plate displacement effect in terms of budget distribution. Advertisers nowadays are shifting budgets away from TV, radio, and print AD, etc. to digital advertising because users are connected online at all times and so addicted to the mobile devices in their hands. The exposure and value of advertising come from the place where people’s attention is focused. With the booming growth of digital advertising market, various teams and organizations of different roles bring in more vitality to the ecosystem of advertising technology.
Taking Paganini Plus Company as an example, the study elaborates the development of digital advertising technology platform and the business model evolution from the perspective of Norika Chen, the operator of Paganini Plus. Norika has worked in the field for more than a decade. Alongside the rapid development of digital advertising, he personally participated in system design and led the team to develop and produce an advertising mechanism. The mechanism, calculated, analyzed, and summarized through complex data, serves demanders for advisements and contributes to the development of digital advertising technology in Taiwan. In addition, the team developed a data management platform that uses tagging technology to identify users on the Internet. Precisely matched advertisements are pushed to the identified users in order to increase the chance of advertisements being clicked on and provide advertisers with the desired benefits.
The study also incorporates in-depth insights regarding how a digital advertising business model is designed, how to build a corporate atmosphere, culture and attitude for digital transformation, and how investors should view the growth of this kind of business model. Norika, acting as the top operator of Paganini Plus, decided to follow the market trend by adopting fast transformation strategy when responding to the challenges of fast-growing and highly competitive digital advertising market. In the processes of determining the direction of the company’s operations and the rapid adjustment and transformation of business model, he and the team spared no efforts to continuously produce various advertising products of different formats, such as audio-based advertising and reward-based advertising.
Moreover, there are quite a few competitors in the market. Other than the purely competitive relationship of homogeneous corporates, there are also scenarios that two companies being in a state of competition and cooperation at the same time because of organizational structure differences and functional variances of business operations. In response to the request of the board of directors, Norika sought out the cooperation of other competitors to complement business functions with limited resources and existing corporate structure. However, there are still many cases of unequal distribution in budget allocation when two advertising companies competing for the same advertiser’s budget at the same time. Though the two companies jointly conduct business sales, they are chasing different interests. As a result, the budget allocation is not even, which in turn leads to the actual business income being limited.
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