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題名 台灣電信OTT邁向內容產製的商業模式演化——以策略聯盟探討電信三雄與影視業者的合作關係
The Evolution of Business Models in Taiwan's Telecom OTT from Content Aggregation toward Content Production: An Examination of Strategic Alliances Among Taiwan's Top-Three Telecom Operators, Content Producers, and Investors作者 李易軒
Li, Yi-Xuan貢獻者 曾國峰
Tseng, Kuo-Feng
李易軒
Li, Yi-Xuan關鍵詞 電信業者
OTT
影視基金
商業模式演化
基於資源基礎理論的策略聯盟
Telecommunication
OTT (Over-the-top)
Content investment funds
Business model evolution
Resource-based theory of strategic alliances日期 2026 上傳時間 2-三月-2026 11:51:42 (UTC+8) 摘要 台灣電信三雄（中華電信、台灣大哥大、遠傳電信）於2023年宣布成立影視基金，各自透過策略聯盟的方式投資本土影視內容，標誌其商業模式的轉型。過去研究雖然指出外部合作夥伴對於台灣電信OTT商業模式的重要性，但並無針對影視策略合作的相關研究，因此本研究結合商業模式演化與基於資源基礎論的策略聯盟，藉由深度訪談法輔以文件分析法來探索台灣電信業者、內容產製業者與投資方的合作動機、結構偏好與盟友選擇標準，並進一步探討聯盟為台灣電信OTT在資源與能力、組織結構與價值主張所帶來的變化。 根據研究結果發現，台灣電信OTT所參與的聯盟中以單邊合約聯盟（影視基金）為主要趨勢，此組織結構沒有繁瑣的法律規範，且具有快速籌措大量資金、防止無限虧損等優勢，有利於內容投資的進行。此外，影視基金的盛行促使電信OTT發展出合資與單邊合約聯盟複合的新結構，不僅能保有合資聯盟的資源整合優勢，同時也能靈活參與不同的內容投資。 策略聯盟雖然有助於電信OTT進入台灣影視產製鏈核心、提升獲得適合平台用戶內容的機會，但聯盟是否能夠整合資源並創造競爭優勢，關鍵在於聯盟管理者的影視產業知識、聲望與規模、聯盟網絡的互補及行銷通路能力等，且聯盟能力又代表著電信OTT能力的延伸，因此本研究建議電信OTT可優先投資製作公司，將其納入品牌底下，除了有助於建構內容IP與產製生態系，亦可跨聯盟整合不同影視知識與資源，並將其綜合能力發展為平台新的價值主張，以打破過去僅仰賴內容類型差異化的競爭模式。
In 2023, Taiwan’s top-three telecom OTT operators (Chunghwa Telecom, Taiwan Mobile and Far EasTone Telecom) announced the establishment of content investment funds in partnership with Taiwan Creative Content Agency (TAICCA), investing in domestic audiovisual content through strategic alliances, marking a transformation in their business models. While previous studies indicated the significance of external partners to the business models of telecom OTTs, there has been a lack of studies specifically examining strategic alliances between telecom OTTs and their external partners. Addressing this gap, this study integrates business model evolution with resource-based theory of strategic alliances, employing in-depth interviews supplemented by document analysis to explore the alliance motivations, structural preferences, and partner selection among telecom OTTs, content producers, and investors. It further examines how these alliances have reshaped Taiwan telecom OTTs in terms of resources and competences, internal and external organization, and value propositions. This study discovered that unilateral contract-based alliances (content investment funds) have emerged as the dominant trend among alliances involving Taiwan telecom OTTs. This organizational form avoids cumbersome legal regulations, enables the rapid raising of large amounts of capital, and prevents unlimited liability for losses, making it conducive to content investment. Additionally, the rise of content investment funds has driven Taiwan telecom OTTs to develop hybrid structures that combine joint ventures with unilateral contract-based alliances, enabling them to maintain the robust resource-integration strengths of joint ventures while simultaneously ensuring the agility to engage in various content investment projects. Although strategic alliances facilitate Taiwan telecom OTTs’ entry into the core of Taiwan’s audiovisual production value chain and enhance access to user-aligned content, their ability to integrate resources and create competitive advantages hinges on alliance managers’ audiovisual industry expertise, reputation and organizational scale, network complementarity, and marketing channel capabilities. Given that alliance capabilities constitute an extension of telecom OTTs’ organizational capabilities, this study suggests that Taiwan telecom OTTs should prioritize strategic investments in production companies and incorporate them under their brand umbrellas. This strategy fosters the construction of content intellectual property (IP) and production ecosystems while enabling the integration of audiovisual expertise and resources across multiple alliances. 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國立政治大學
傳播學院傳播碩士學位學程
109464042資料來源 http://thesis.lib.nccu.edu.tw/record/#G0109464042 資料類型 thesis dc.contributor.advisor 曾國峰 zh_TW dc.contributor.advisor Tseng, Kuo-Feng en_US dc.contributor.author (作者) 李易軒 zh_TW dc.contributor.author (作者) Li, Yi-Xuan en_US dc.creator (作者) 李易軒 zh_TW dc.creator (作者) Li, Yi-Xuan en_US dc.date (日期) 2026 en_US dc.date.accessioned 2-三月-2026 11:51:42 (UTC+8) - dc.date.available 2-三月-2026 11:51:42 (UTC+8) - dc.date.issued (上傳時間) 2-三月-2026 11:51:42 (UTC+8) - dc.identifier (其他 識別碼) G0109464042 en_US dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/161823 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 傳播學院傳播碩士學位學程 zh_TW dc.description (描述) 109464042 zh_TW dc.description.abstract (摘要) 台灣電信三雄（中華電信、台灣大哥大、遠傳電信）於2023年宣布成立影視基金，各自透過策略聯盟的方式投資本土影視內容，標誌其商業模式的轉型。過去研究雖然指出外部合作夥伴對於台灣電信OTT商業模式的重要性，但並無針對影視策略合作的相關研究，因此本研究結合商業模式演化與基於資源基礎論的策略聯盟，藉由深度訪談法輔以文件分析法來探索台灣電信業者、內容產製業者與投資方的合作動機、結構偏好與盟友選擇標準，並進一步探討聯盟為台灣電信OTT在資源與能力、組織結構與價值主張所帶來的變化。 根據研究結果發現，台灣電信OTT所參與的聯盟中以單邊合約聯盟（影視基金）為主要趨勢，此組織結構沒有繁瑣的法律規範，且具有快速籌措大量資金、防止無限虧損等優勢，有利於內容投資的進行。此外，影視基金的盛行促使電信OTT發展出合資與單邊合約聯盟複合的新結構，不僅能保有合資聯盟的資源整合優勢，同時也能靈活參與不同的內容投資。 策略聯盟雖然有助於電信OTT進入台灣影視產製鏈核心、提升獲得適合平台用戶內容的機會，但聯盟是否能夠整合資源並創造競爭優勢，關鍵在於聯盟管理者的影視產業知識、聲望與規模、聯盟網絡的互補及行銷通路能力等，且聯盟能力又代表著電信OTT能力的延伸，因此本研究建議電信OTT可優先投資製作公司，將其納入品牌底下，除了有助於建構內容IP與產製生態系，亦可跨聯盟整合不同影視知識與資源，並將其綜合能力發展為平台新的價值主張，以打破過去僅仰賴內容類型差異化的競爭模式。 zh_TW dc.description.abstract (摘要) In 2023, Taiwan’s top-three telecom OTT operators (Chunghwa Telecom, Taiwan Mobile and Far EasTone Telecom) announced the establishment of content investment funds in partnership with Taiwan Creative Content Agency (TAICCA), investing in domestic audiovisual content through strategic alliances, marking a transformation in their business models. While previous studies indicated the significance of external partners to the business models of telecom OTTs, there has been a lack of studies specifically examining strategic alliances between telecom OTTs and their external partners. Addressing this gap, this study integrates business model evolution with resource-based theory of strategic alliances, employing in-depth interviews supplemented by document analysis to explore the alliance motivations, structural preferences, and partner selection among telecom OTTs, content producers, and investors. It further examines how these alliances have reshaped Taiwan telecom OTTs in terms of resources and competences, internal and external organization, and value propositions. This study discovered that unilateral contract-based alliances (content investment funds) have emerged as the dominant trend among alliances involving Taiwan telecom OTTs. This organizational form avoids cumbersome legal regulations, enables the rapid raising of large amounts of capital, and prevents unlimited liability for losses, making it conducive to content investment. Additionally, the rise of content investment funds has driven Taiwan telecom OTTs to develop hybrid structures that combine joint ventures with unilateral contract-based alliances, enabling them to maintain the robust resource-integration strengths of joint ventures while simultaneously ensuring the agility to engage in various content investment projects. Although strategic alliances facilitate Taiwan telecom OTTs’ entry into the core of Taiwan’s audiovisual production value chain and enhance access to user-aligned content, their ability to integrate resources and create competitive advantages hinges on alliance managers’ audiovisual industry expertise, reputation and organizational scale, network complementarity, and marketing channel capabilities. Given that alliance capabilities constitute an extension of telecom OTTs’ organizational capabilities, this study suggests that Taiwan telecom OTTs should prioritize strategic investments in production companies and incorporate them under their brand umbrellas. This strategy fosters the construction of content intellectual property (IP) and production ecosystems while enabling the integration of audiovisual expertise and resources across multiple alliances. Consequently, telecom OTTs can transform these integrated capabilities into distinctive value propositions that transcend prior reliance solely on content genre differentiation. en_US dc.description.tableofcontents 第一章 緒論 1 第一節 研究背景與動機 1 第二節 研究目的 3 第二章 文獻回顧 4 第一節 電信OTT邁向內容產製的商業模式演化 4 一、電信OTT邁向內容產製的產業變化 4 二、商業模式演化與RCOV框架 9 第二節 電信OTT與內容產製業者的策略聯盟 12 一、基於資源基礎理論的策略聯盟 12 二、策略聯盟的動機 14 三、策略聯盟的組織結構偏好 16 四、策略聯盟的合作夥伴選擇 22 第三章 研究方法 26 第一節 研究問題 26 第二節 資料蒐集方式 27 一、電信OTT策略聯盟合作形式與合作內容 27 二、深度訪談法 38 第四章 研究分析 42 第一節 台灣電信OTT邁向內容產製的原因 42 一、找尋適合平台用戶的內容並維持平台的獨特性 42 二、製作公司與投資者成為台灣內容產製的核心 44 三、台灣影視內容具有市場機會 47 第二節 台灣電信OTT與影視業者的策略聯盟 50 一、電信OTT與合作夥伴的策略聯盟動機 50 二、電信OTT與合作夥伴的策略聯盟結構偏好 58 三、電信OTT與合作夥伴的盟友選擇標準 63 第三節 台灣電信OTT的商業模式演化與未來發展 76 一、組織結構的變化 76 二、資源與能力的變化 78 三、價值主張的變化 81 第五章 結論 84 第一節 研究結果與貢獻 84 第二節 研究限制與未來建議 86 參考文獻 87 zh_TW dc.format.extent 4147564 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0109464042 en_US dc.subject (關鍵詞) 電信業者 zh_TW dc.subject (關鍵詞) OTT zh_TW dc.subject (關鍵詞) 影視基金 zh_TW dc.subject (關鍵詞) 商業模式演化 zh_TW dc.subject (關鍵詞) 基於資源基礎理論的策略聯盟 zh_TW dc.subject (關鍵詞) Telecommunication en_US dc.subject (關鍵詞) OTT (Over-the-top) en_US dc.subject (關鍵詞) Content investment funds en_US dc.subject (關鍵詞) Business model evolution en_US dc.subject (關鍵詞) Resource-based theory of strategic alliances en_US dc.title (題名) 台灣電信OTT邁向內容產製的商業模式演化——以策略聯盟探討電信三雄與影視業者的合作關係 zh_TW dc.title (題名) The Evolution of Business Models in Taiwan's Telecom OTT from Content Aggregation toward Content Production: An Examination of Strategic Alliances Among Taiwan's Top-Three Telecom Operators, Content Producers, and Investors en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 工商時報（2019年11月25日）。〈拚影音串流內容 中華電找來百聿數碼〉，《工商時報》。https://reurl.cc/7bm4E5 文化內容策進院（2023年10月31日）。〈看好臺灣文化內容全球商機 文創法修法利多浮現 華納兄弟探索集團、台灣大哥大與文策院攜手 再一檔影視基金推臺流造黑潮〉，《文化內容策進院》。https://taicca.tw/latest_news/news/detail/73 文化內容策進院（2023年12月29日）。〈跨產業佈局與全球合作 文策院投資金額再創新高 力助臺流出海〉。《文化內容策進院》。https://taicca.tw/latest_news/news/detail/49 吳青松（1996）。《國際企業管理》。智勝文化。 李芃君（2022）。〈共好，共存〉，曾瀚賢、湯昇榮、廖昀靖《進擊的台劇：故事×技術×IP放大，瀚草與合影視如何打造影視台流，走向世界！》，頁。聯經。 李高銘（2015）。《解析電信產業轉型新媒體的經營策略——以台灣電信產業為例》。世新大學傳播管理學研究所碩士論文。 汪健偉（2023年11月7日）。〈【TCCF創意內容大會】「台灣有很多好故事！」 韓CJ集團將攜手文策院開發華語原創內容〉，《鏡週刊》。https://www.mirrormedia.mg/story/20231107insight004 汪健偉（2023年11月7日）。〈韓國CJ ENM與遠傳組10億基金 衝刺影視音〉，《工商時報》。https://www.ctee.com.tw/news/20231107702022-430503 林淑惠（2025年11月4日）。〈遠傳偕文策院、CJ ENM、TVBS成立影視雙基金 規模逾15億〉，《工商時報》。https://www.ctee.com.tw/news/20251104700966-430503 林淑惠（2025年2月17日）。〈中華電OTT平台 拚全球布局〉，《中時新聞網》。https://reurl.cc/XaG7pj 邵珮如（2024年6月14日）。〈國內電信事業OTT TV的經營策略與市場挑戰〉【主題演講】。「2024年台灣匯流研究學會：國內電信事業OTT TV的經營策略與市場挑戰研討會」，臺北市，臺灣。 胡幼慧（2008）。《質性研究—理論、方法及本土女性研究實例》。巨流。 涂敏怡（2018）。《台灣OTT影視平台生態系統之研究》。世新大學傳播研究所博士論文。 馬艶華（2023年10月31日）。〈看好臺灣文化內容全球商機 文創法修法利多浮現 華納兄弟探索集團、台灣大哥大與文策院攜手 再一檔影視基金推臺流造黑潮〉，《文化內容策進院》。https://taicca.tw/latest_news/news/detail/73 國家通訊傳播委員會（2023）。《112通訊傳播市場報告》。國家通訊傳播委員會。https://www.ncc.gov.tw/chinese/files/23122/5023_49716_231228_1.pdf 張家華（2017）。《電信業者進入OTT市場之競爭策略研究 —以台灣大哥大myVideo為例》。國立中正大學傳播學系電訊傳播研究所碩士論文。 陳淑玲（2024年6月14日）。〈國內電信事業OTT TV的經營策略與市場挑戰〉【主題演講】。「2024年台灣匯流研究學會：國內電信事業OTT TV的經營策略與市場挑戰研討會」，臺北市，臺灣。 陳莞筑（2017）。《以資源基礎觀點探討我國OTT經營策略—以酷瞧為例》。國立臺灣藝術大學廣播電視學系碩士論文。 曾瀚賢、湯昇榮、廖昀靖（2022）。《進擊的台劇：故事×技術×IP放大，瀚草與合影視如何打造影視台流，走向世界！》。聯經。 項家麟（2025年11月10日）。〈台灣大遴選2名潛力編劇 「2+1年培育模式」共獲價值超過300萬元支持〉。《經濟日報》。https://reurl.cc/R9mLL6 黃國平、陳邦誠、王明坤（2008）。〈應用模糊層級分析法於電信產業策略聯盟夥伴評選〉。《電子商務學報》，10(3)，545-571。https://doi.org/10.6188/JEB.2008.10(3).02 黃晶琳（2023年1月11日）。〈遠傳攜手三大團隊成立「米神國際」 打造亞洲影視潮流中心〉。《聯合影音網》。https://reurl.cc/Xa7W1j 黃靜蓉、巫尹文（2020）。〈他山之石！OTT國家隊的商業模式分析〉。彭芸、葉志良編《「5G. 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