台灣有線電視產業面臨深刻變革，根據國家通訊傳播委員會2025年第三季統計，訂戶數降至429萬戶，普及率僅43.64%，相較2017年高峰期的527萬戶，八年間流失近百萬戶。在OTT串流平台、MOD競爭及世代差異衝擊下，產業面臨生存挑戰。本研究以在地化經營為核心，探討有線電視產業在數位轉型時代的競爭策略。
研究建立多維度在地化分析框架，包含地理相近性、文化相近性、語言相近性與生活相近性四個維度，整合文化接近性理論、全球在地化理論與資源基礎觀點，採用個案研究法，以新永安有線電視為對象，新永安自1994年創立，三十年深耕在地，獲得38次金視獎及六次年度系統表現獎，並獲卓越新聞獎入圍、曾虛白新聞獎肯定。
研究發現，成功的在地化經營需在四個維度全面深耕，地理相近性透過超在地服務深入社區里鄰；文化相近性透過在地觀點與語言使用強化認同；語言相近性透過台語新聞增進情感連結；生活相近性透過在地資訊滿足日常需求。四維度相互支撐，創造競爭者難以模仿的優勢，研究提出在地化內容策略四大構面：在地觀點呈現、聚焦區域題材、差異化策略、追求品牌化，形成整合性策略體系。
新永安成功的三個關鍵因素：第一、長期投入的策略堅持，將在地化視為核心價值；第二、在地團隊的深度紮根，建立真實理解與情感連結；第三、多維度相近性的全面實踐，系統性深耕創造整合優勢。
理論貢獻包括：建立多維度在地化分析框架；重新詮釋「內容為王」為「在地內容為王」；將在地化經營策略化體系化，深化全球在地化理論在媒體領域的應用。實務貢獻包括：提供產業在地化經營系統性指引、樹立標竿案例、提供政策參考，建議強化評鑑指標、提供政策獎勵、支持內容數位化、促進媒體與社區關係深化。
研究提出對產業的建議：重新定位在地化戰略價值、建立在地團隊專業能力、提升內容製作品質、發展跨平台傳播、深化社區連結、創新商業模式。對政策的建議：強化評鑑指標、提供政策獎勵、支持數位轉型、維護經營區制度、促進媒體社區連結、建立跨部會協調。
本研究證明，在全球化浪潮下，在地化是數位時代的優勢而非包袱，是主動策略而非被動義務，是多維度價值創造而非單一服務，有線電視產業應將在地化作為核心競爭策略，在堅持在地化價值的同時善用數位技術創新經營模式，建立與全球化平台差異化的競爭優勢，為在地媒體永續發展開創新局。

Taiwan's cable television industry is undergoing profound structural transformation. According to the National Communications Commission's third quarter 2025 statistics, the number of subscribers has declined to 4.29 million households with a penetration rate of only 43.64%, compared to the peak of 5.27 million households in 2017, representing a loss of nearly one million households over eight years. Under the multiple impacts of Over-The-Top (OTT) streaming platforms, MOD competition, and generational differences, the industry faces unprecedented survival challenges. This study focuses on localization strategy as its core theme, exploring competitive strategies for Taiwan's cable television industry in the digital transformation era.
The research establishes a multidimensional localization analytical framework encompassing four core dimensions: geographical proximity, cultural proximity, linguistic proximity, and lifestyle proximity, integrating cultural proximity theory, glocalization theory, and resource-based view. Employing a case study methodology, this research focuses on Hsin Yeong An Cable TV. Since its establishment in 1994, Hsin Yeong An has been deeply rooted in local communities for thirty years, receiving 38 Golden Visual Awards including six Annual System Performance Awards, as well as nominations for Excellence in Journalism Award and Tseng Hsu-pai Journalism Award.
The research findings indicate that successful localization strategy requires comprehensive cultivation across four proximity dimensions. Geographical proximity penetrates into community and neighborhood levels through hyperlocal services; cultural proximity strengthens identity through local perspectives and language usage; linguistic proximity enhances emotional connection through Taiwanese news broadcasts; lifestyle proximity satisfies daily needs through local information services. The four dimensions mutually support each other, creating competitive advantages that are difficult for competitors to replicate. The study proposes four major facets of localized content strategy: presenting local perspectives, focusing on regional topics, differentiation strategy, and pursuing brand building, forming an integrated strategic system.
Three key success factors for Hsin Yeong An include: first, long-term strategic commitment, treating localization as core value; second, deep rooting of local teams, establishing authentic understanding and emotional connection; third, comprehensive implementation of multidimensional proximity, creating integrated advantages through systematic cultivation.
Theoretical contributions include: establishing a multidimensional localization analytical framework; reinterpreting 'content is king' as 'localized content is king'; systematizing localization strategy; deepening the application of glocalization theory in media. Practical contributions include: providing systematic guidance for industry localization strategy; establishing benchmark cases; providing policy references with recommendations to strengthen evaluation indicators, provide policy incentives, support content digitalization; promoting deeper relationships between media and communities.
The study proposes recommendations for industry management: repositioning the strategic value of localization, building professional capabilities of local teams, enhancing content production quality, developing cross-platform communication, deepening community connections, innovating business models. Policy recommendations include: strengthening evaluation indicators, providing policy incentives, supporting digital transformation, maintaining the localized foundation of operating zones, promoting media-community connections, establishing inter-ministerial coordination.
This research demonstrates that in the wave of globalization, localization is an advantage rather than a burden in the digital age, an active strategy rather than passive obligation, and multidimensional value creation rather than single-faceted service. The cable television industry should adopt localization as its core competitive strategy, innovating business models through digital technology while maintaining localized core values, establishing differentiated competitive advantages against global platforms, and creating new opportunities for the sustainable development of local media.

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