科技決定消費行為，更主導著產業的經營與想像，台灣的媒體產業鏈在傳播技術與社會需求的引領下，讓閱聽者隨選隨看的內容服務成為主流，促使數位廣告領先增長，傳統電視廣告獲利模式無法抗衡，現今有線電視媒體該如何加速數位轉型找到新機會點，並在主流的影音匯流平台YouTube、Mata (Facebook)間開啟新戰局，遂是本研究想探究的內容。

本研究以動態競爭理論為架構基礎，盤點影音平台上競爭者們的市場共同性與資源相似性，計算並勾勒出彼此間的競爭者模型，利用AMC分析法，預測競爭回應的架構，加入「競爭張力」分析頻道間之競爭影響力為何，提出電視媒體產業在影音平台上未來可行性的建議。

研究結論顯示，影音平台的生態圈是動態的，在競爭條件迅速更迭之下，沒有一條競爭法則能使自家頻道在平台內面對競爭對手時永遠屹立不敗，企業（頻道）間的競爭，必須建構於平台上之生存模式，隨著演算法則，以「共同發展」的多維度競爭思考架構，讓競爭者之間存在著「互利共生」的關聯性。

Technology determines consumption behavior, and dominates industrial operations and imaginations. The industrial chain of Taiwan’s media is guided by broadcast technology and social needs, which has turned the audience’s Video on Demand (VOD) content delivery service into the mainstream. This has promoted digital advertising’s leading growth, which the profit model of traditional TV advertising cannot measure up to. This study intended to explore “How today’s cable TV media accelerates digital transformation to find new opportunities and open up new competitive arenas for mainstream video streaming platforms YouTube and Meta (Facebook)”.

The dynamic competition theory was adopted as the basis of the research architecture. The commonality and resource similarity among the video platform competitors were checked in order to calculate and outline the competitor modal among them. Through AMC analysis, the architecture of the competitive responses was predicted. “Competitive tension” was added to analyze the competitive influence among the channels. Recommendations for the feasibility of the TV industry (media) on video platforms were also proposed.

The conclusions show that video platforms have a dynamics ecosphere. With the rapidly changing competitive conditions, no single law of competition can ensure the steady survival of a channel in the face of competitors. Competition among enterprises (channels) must be constructed based on the survival mode of platforms. Through an algorithm, the architecture of a multidimensional competitive mindset toward co-development leads to a mutualistic relevance that exists among competitors.

一、中文參考文獻：
陳明哲著，林豪傑、喬友慶、侯勝宗編譯。蘇國賢審定（2010年 4 月）。《動態競爭》。台北市：智勝出版社。

陳明哲。（2022年 1 月）。《文化雙融：執兩用中的策略新思維》。台北市：智勝。

陳明哲。（2022年 1 月）。《動態競爭：後波特時代的競爭優勢》。 台北市：智勝。

陳明哲。由動熊競爭到動態合作，《哈佛商業評論》（全球繁體中文版），2013，第86期，34-35頁。

陳威如，余卓軒著。(2013 年 11 月）。《平台革命：席捲全球社交、購物、遊戲、媒體的商業模式創新。》台北市：商周。

數位時代335期。一次讀懂Web3.0新浪潮（2022年4月）。台北市：巨思文化 第66-68頁。

2020-02 新媒體之發展趨勢與影響，中技社 (2020年2月)

二、英文參考文獻：
Chen, Ning Jet and Danny Mille, 2015,"Recon-ceptualizing Competitive Dynamics: A Multidimensional Framework," Strategic Management Journal, 36, 758-775.

Chen, Ming Jer, 2016.“Competitive Dynamics: Eastetn Roots, Western Growth," Cross Cultural & Strategic Management, 23(4),510-530.

McMillan, I., Mc caffery, M. L., & Van wijk, G. (1985). Competitor's responses to easily imitated new products: Exploring commercial banking product introductions. Strategic Management Journal, 6(1),75-86

Porter, M. E. 1980. Competitive strategy: Techniques for analyzing industries and competitors. New York, NY: Free Press

三、網路參考資料：
Google台灣 - 官方部落格: 淺談 YouTube 推薦系統https://taiwan.googleblog.com/2021/09/recommendation-system-youtube.html

YouTube《社群規範》
https://support.google.com/youtube/answer/9288567?hl=zh-Hant

YouTube 合作夥伴計畫
https://support.google.com/youtube/topic/9153567?hl=zh-Hant&ref_topic=9257986,3230811,3256124,

Meta for Creators 插播廣告
https://zh-tw.facebook.com/creators/tools/in-stream-ads

領導廠商競爭性行動與追隨廠商模仿性回應之關聯性—以多重市場接觸為干擾變數
http://hdl.handle.net/11455/21493

四、學位論文：
喬友慶、黃俊儒、鄭耿翔、丁瑞彥。追隨廠商如何回應領導廠商之競爭性行動?
多重市場接觸的調節效果。管理學報34（4），1-18。