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中文摘要

非教育出版领域的民营文化公司普遍规模不是很大，一般在几千万的销售码洋，而且每年的起伏变化也较大。2010年海豚传媒年销售额4.8亿码洋，成为国内专业少儿图书领域的领军企业，这个数字将其他竞争者远远甩在后面。海豚作为一家少儿图书策划、制作、发行公司，并没有很长的历史，自2000年6月成立以来，在没有一本教材与教辅、没有走过任何系统渠道的情况下，连续多年销售码洋过亿，销售码洋从2005年的1.5亿增长到2010年的4.8亿，回款由4000多万增长到1.5亿，增长了近3倍，员工的薪酬也实现了倍增，且退货率控制在6%左右，低于行业平均水平。

海豚传媒从一个以相对低端产品为主的民营图书公司，发展到目前拥有“芭比”、“迪士尼”、“探索频道”、“培生英语”等美国六大知名品牌，以及“什么是什么”、“玛蒂娜”两大德国和比利时知名品牌，形成以“海豚科学馆”、“海豚文学馆”、“海豚低幼馆”和“海豚绘本馆”四大板块结构为代表的综合性少儿图书出版机构。海豚关注中国的孩子有没有高质量的书可以读，关注于自己产品中原画的成分，关注于属于中国人的动画产业的发展，希望将知识与美推广给每一个中国儿童。海豚传媒有着一个民族品牌之梦，他们不仅仅是出版少儿图书，他们专注于成为儿童教育服务商，将以自主知识产权的卡通品牌和形象，带动玩具和服装等领域，最终实现构造完整的少儿教育产业领域价值链体系。

是什么实现了海豚这么多年来持续的发展与繁荣？海豚在实现民族品牌之梦的道路上迈出了怎样的步伐？公司未来的发展方向如何，在实现梦想的途中，海豚要如何应对竞争越来越激烈的少儿图书市场开展自己的蓝海战略？是海豚传媒需要进一步探讨的重要问题……

关键词：海豚传媒，自主创新，蓝海战略

ABSTRACT

Individually-run culture enterprises in non-educational publishing area are always on a small scale, generally selling at tens of millions, and the sales change at a wide range every year. Dolphin Media sale is at 480 million, becoming the leading company in China from professional area in books for children and young teenagers. Dolphin Media is a company for planning, producing and distributing books for children and young teenagers without a long history. Since its inception in June 2000, its sale has always been over 100 million, from 150 million in 2005 to 480 million in 2010, and the returned money has been added up from 40 million to 150 million, nearly 3 times. The salary for employees has increased twice as before, and the returned product rate is controlled at 6%, far below the industry’s average level.

   Dolphin Media was a low-end product company in the first years, but now it has developed to a comprehensive publishing organization for books for children and young teenagers. It owns Barbie, Disney, Discovery Channel, Pearson English and so on, totally 6 famous brands in America, and What is What and Martine, two famous brands from Germany and Belgium, and the 4 representative plate tectonics, Dolphin Science Museum, Dolphin Literary Museum, Dolphin Infant Center and Dolphin Painting Museum. Dolphin Media focuses on the high quality books for native children, the native pictures in books, the cartoon industry in China, hoping to spread knowledge and beauty to every child in China. Dolphin Media has a dream to build a national brand. They do not only publish books for children but dream to become a service company for children’s education, and they will use their own cartoon brands and images to step in toy and clothing industry, at last building a complete child education industry’s value chain.

   What has made the Dolphin Media’s sustainable development and prosperity in these years? What steps has Dolphin Media taken on the way to realize its dream? How will Dolphin Media use blue-ocean strategy to compete in the fierce child book industry and what is the future development direction? These are important issues for Dolphin Media…

Key words: Dolphin Media  independent innovation  blue-ocean strategy

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