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Women Talk Money: Breaking the Last Taboo

為了解決Time warner hbo的問題，作者 這樣論述：

Rebecca Walker has contributed to the global conversation about race, gender, power, and the evolution of the human family for three decades. Since graduating from Yale, she has authored and edited seven bestselling books. Walker has written, developed, and produced film and television projects with

Warner Brothers, NBCUniversal, Amazon, HBO, and Paramount, and spoken at over four hundred universities and corporate campuses internationally, including Harvard, The Whitney Museum, and TEDx Lund. Walker cofounded the Third Wave Fund, which makes grants to women and transgender youth working for s

ocial justice. Walker has won many awards, including the Women Who Could Be President Award from the League of Women Voters, was named by Time magazine as one of the most influential leaders of her generation, and continues to teach her masterclass, The Art of Memoir.

Time warner hbo進入發燒排行的影片

多元傳播平台時代下競爭規範對轉播權交易模式的形塑：以職業運動聯盟賽事為中心

為了解決Time warner hbo的問題，作者廖家儀 這樣論述：

　　職業運動聯盟及其賽事轉播自問世以來，便與傳播媒體、廣告贊助業者共同發展出以直播時效性為核心，高度商業化的共生經濟型態。進入21世紀後，網際網路促進多元傳播平台的出現，更帶動整個產業在商業模式上的轉變。本研究首先綜合分析職業運動聯盟轉播產業鏈的市場結構，賽事轉播的經濟特質與法律定性。進而透過歐美競爭法的立法例與案例見解，分析發展出現行主流轉播權交易授權架構，意即以集中交易與獨家授權為主要模式的影響因素，包括職業運動聯盟的運作須仰賴內部競爭平衡的維繫、高額轉播權利金的分配以及促進交易與營運效率等。而透過前述分析與對我國中華職棒聯盟轉播權交易模式現狀的綜合比較，本研究進一步發現多元傳播平台與注

意力經濟結合產生的新興商業模式，非但徹底改變終端消費者的使用習慣、賽事觸及消費者注意力的管道，更形成市場的角色多重性，使權利人與轉播業者等市場參與者轉化轉播權收益的途徑產生顯著變化，渠等因此在選擇與規劃交易授權模式時，納入確保權利運用彈性、品牌建立與維繫、多角化經營與市場拓展等考量。　　而在前述商業模式的改變下，由於市場參與者間的整合與結合策略可能形成潛在或強化既有的限制競爭風險，因此有必要以不同於過往的角度關注所牽涉的消費者權益。本研究先從運動賽事本身具有之社會性功能切入，分析各國傳播法規對大眾資訊知情權的保障機制，在適用於具商業性的職業運動賽事上，及因應現今消費者收視習慣變化的不足之處；並

循此脈絡，探究競爭規範可能採行之執法措施，如何從重視職業運動聯盟賽事的市場驅動力、增加權利可用性、數位匯流下平台競合關係，及以賽制性質差異區分監管措施與強度等觀點，避免市場過度集中以促進消費者選擇的可行性。最後，則分別從市場參與者和監管角度，提出規劃授權交易模式時的考量因素和具體建議，期許此一研究成果，有助於我國經驗作為在不同市場條件與法規環境下，其他職業運動聯盟採取轉播權交易授權模式的對照與參考。

Television Is the New Television: The Unexpected Triumph of Old Media in the Digital Age

為了解決Time warner hbo的問題，作者Wolff, Michael 這樣論述：

"The closer the new media future gets, the further victory appears." --Michael WolffThis is a book about what happens when the smartest people in the room decide something is inevitable, and yet it doesn't come to pass. What happens when omens have been misread, tea leaves misinterpreted, gurus emba

rrassed? Twenty years after the Netscape IPO, ten years after the birth of YouTube, and five years after the first iPad, the Internet has still not destroyed the giants of old media. CBS, News Corp, Disney, Comcast, Time Warner, and their peers are still alive, kicking, and making big bucks. The New

York Times still earns far more from print ads than from digital ads. Super Bowl commercials are more valuable than ever. Banner ad space on Yahoo can be bought for a relative pittance. Sure, the darlings of new media--Buzzfeed, HuffPo, Politico, and many more--keep attracting ever more traffic, in

some cases truly phenomenal traffic. But as Michael Wolff shows in this fascinating and sure-to-be-controversial book, their buzz and venture financing rounds are based on assumptions that were wrong from the start, and become more wrong with each passing year. The consequences of this folly are fa

r reaching for anyone who cares about good journalism, enjoys bingeing on Netflix, works with advertising, or plans to have a role in the future of the Internet. Wolff set out to write an honest guide to the changing media landscape, based on a clear-eyed evaluation of who really makes money and how

. His conclusion: The Web, social media, and various mobile platforms are not the new television. Television is the new television. We all know that Google and Facebook are thriving by selling online ads--but they're aggregators, not content creators. As major brands conclude that banner ads next to

text basically don't work, the value of digital traffic to content-driven sites has plummeted, while the value of a television audience continues to rise. Even if millions now watch television on their phones via their Netflix, Hulu, and HBO GO apps, that doesn't change the balance of power. Televi

sion by any other name is the game everybody is trying to win--including outlets like The Wall Street Journal that never used to play the game at all. Drawing on his unparalleled sources in corner offices from Rockefeller Center to Beverly Hills, Wolff tells us what's really going on, which emperors

have no clothes, and which supposed geniuses are due for a major fall. Whether he riles you or makes you cheer, his book will change how you think about media, technology, and the way we live now. MICHAEL WOLFF is the author of Burn Rate (1998) and The Man Who Owns the News (2008), among other ac

claimed books. He has written about the intersection of media, technology, and business for more than 25 years, for many outlets including Vanity Fair, USA Today, New York Magazine, the Guardian, Adweek, and Newser.

反托拉斯法與監管對併購案的影響: 以AT&T併購時代華納為例

為了解決Time warner hbo的問題，作者吳柏毅 這樣論述：

　　本研究透過AT&T併購時代華納個案找尋出反托拉斯法對於併購案的具體影響。藉觀察交易雙方所處產業的變遷、業務面臨瓶頸、策略互補性，找出主被併雙方合併的原因與綜效來源；透過分析美國電信業與媒體業主管機關的併購審查歷史觀察主管機關對於電信與媒體相關產業的判決案例與論點，了解駁回本案反托拉斯訴訟的可能論點為何。另外本文也透過建立財務模型計算反托拉斯法對於併購案時程拖延的影響規模，並分析此判決對類似交易案的影響與市場對於併購案的反應。　 本研究發現反托拉斯法對於併購案流程的總拖延時間為14個月的訴訟期，具體影響為新線上串流平台的延後推出，在2019年4月至2021年3月之間共計造成14.99億美

金的損失，佔併購案宣告規模的1.76%、支付規模的1.88%。在併購案發生後相關產業併購案的反向分手費有明顯提升，顯見在出現反托拉斯訴訟後，被併公司將基於併購案的失敗風險要求更高的補償。而主併方在併購案宣告與初審判決結果出爐的兩個重要時間點皆有負的CAR，除了反映主併公司有過高的槓桿比例，反托拉斯訴訟對於合併機率的影響也是關鍵原因之一。　　藉由本篇個案可以發現反托拉斯法對企業併購後的整併流程影響甚為關鍵，反托拉斯訴訟會延緩企業整合與實現綜效的時間點，對於新公司的股東造成價值破壞。而垂直併購案例不一定會導致消費者福利的損失，合併公司將加成定價比例(Mark-up) 部分回饋給消費者，併購案反而可

以提高消費者福利。企業的合併並非皆是基於壟斷動機，產業外的競爭對手也可能是讓主被併雙方結合的原因，特別是在近年來快速變遷的媒體業與電信業。本研究可以做為跨產業或高度監管產業在進行併購時的參考。