| dc.contributor.advisor | 溫肇東 | zh_TW |
| dc.contributor.advisor | Wen, Chao Tung | en_US |
| dc.contributor.author (Authors) | 曾繁庚 | zh_TW |
| dc.contributor.author (Authors) | Tseng, Fan Ken | en_US |
| dc.creator (作者) | 曾繁庚 | zh_TW |
| dc.creator (作者) | Tseng, Fan Ken | en_US |
| dc.date (日期) | 2006 | en_US |
| dc.date.accessioned | 18-Sep-2009 09:29:51 (UTC+8) | - |
| dc.date.available | 18-Sep-2009 09:29:51 (UTC+8) | - |
| dc.date.issued (上傳時間) | 18-Sep-2009 09:29:51 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0093359036 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/34342 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 科技管理研究所 | zh_TW |
| dc.description (描述) | 93359036 | zh_TW |
| dc.description (描述) | 95 | zh_TW |
| dc.description.abstract (摘要) | 2006年第四季我國行動總用戶數已達2324萬戶，行動上網用戶則達914.7萬戶，其中PHS與3G數據用戶已達462萬戶，首度超過GPRS的用戶，佔整體行動網路用戶比率51％。目前我國行動上網用戶佔行動總用戶數之39.34%，但行動加值服務卻只佔行動通訊業者營收的5%~10%，相較於日本NTT DoCoMo 2006年行動數據服務營收占整體行動通訊營收的29%，我國行動加值服務仍有許多值得開發的市場潛能。由於國內先前對於行動加值服務相關領域的研究主要集中在市場面與使用者面向的研究為主，較少電信服務業者角度出發，進行服務創新模式與價值網路的研究。因此引發本研究對此研究主題的興趣，希望能透過本研究探討行動加值服務產業的服務創新與價值網路，對電信服務業者提出產業策略建議，進而創造出良性循環的產業發展環境，提昇我國行動加值服務市場的發展。本研究針對下列問題進行研究：行動加值服務產業是否存在創新模式，這些創新模式有幾種類型？行動加值服務創新模式的創新驅動因子有哪些，這些因子彼此的驅動形式又有哪些？行動加值服務創新驅動模式是否存在產業的價值網路，網路裡的價值交換有哪些形式？如何交換？從創新模式與價值分析的結論中，電信業者能否找到可以協助產業創新和產生良性循環的經營策略？進而獲得下列研究結論：1. 行動加值服務的三構面創新程度愈高，服務創新成果愈佳。2. 組織調整、通路建置與行銷活動的配合有助於服務構面創新。3. 行動加值服務創新驅動因子在創新過程中所扮演的角色不同，也影響了創新發展的形式。4. 行動加值服務產業的價值網路包含電信業者本身、競爭電信業者、使用者、設備供應商、內容供應商、手機通路商、手機製造商等角色。5. 行動加值服務產業具有良性循環的價值網路。6. 行動加值服務的價值交換的形式包含經濟價值、整合價值與無性價值交換。並進而對電信服務業者提出下列方向建議：1. 電信服務業者與使用者之間。2. 電信服務業者與服務供應商之間。3. 電信服務業者與互補廠商之間。4. 電信服務業者與其他電信服務業者之間。5. 電信服務業者本身。關鍵字：行動加值服務、服務創新、創新驅動因子、價值網路、價值交換 | zh_TW |
| dc.description.abstract (摘要) | According to the report by NCC (National Communication Commission of Taiwan), the number of mobile subscribers in Taiwan had reached 23.24 million at the end of 2006, and the amount of PHS and 3G subscribers was 4.62 million, which reached more than 51% of the total mobile internet users (9.147 million). As 39.34% mobile subscribers use mobile internet services, only 5~10% revenue of mobile operators came from mobile value-added services. Compared with NTT DoCoMo’s mobile service (which had) contributed 29% of the revenue in 2006, there is still a lot of room for mobile operators in Taiwan to improve their value-added services.Former researches in mobile value-added industry were mostly focused on the market and customer facets, and fewer on service innovation and value network from operator’s view. This research attempts to study service innovation model and value network of mobile value-added services industry, and tries to provide suggestions of industry strategy for telecom operators.In recent years, much research has been focused on customer demand of mobile value-added services industry; few have majored in service innovation and value network from operator’s view. Therefore this research attempts to study service innovation model and value network of mobile value-added services industry, and tries to provide suggestions of industry strategy for telecom operators.The focus of this study is to answer the following research questions:1. Are there any innovation models in mobile value-added services industry? What patterns of service innovation are there?2. What actors are there in those innovation patterns? And how about their roles in the innovation processes?3. Are there any value networks of industry in the mobile value-added services innovation patterns? What categories of values being exchanged are there in the value network? And how do they be exchanged?4. From the above results, Could telecom operator find out new strategies of services innovation and virtuous circle for mobile value-added services industry, which from results of above researches?The results are concluded as followings: 1. There are positive correlations between innovation degree of the four dimension model and service innovation results. The higher innovation degree of the four dimension model is, the better the service innovation results. The more innovative the four dimension model is, the better the service innovation results.2. Coordination of organization development, distribution installation and marketing events serves for service innovation.3. Innovation actors of mobile value-added services, who play different roles in innovation processes cause different innovation patterns.4. Roles of the value network in mobile value-added services industry include telecom operators and their competitors, mobile users, telecom vendors, content providers, cellular phone distributors and cellular phone manufacturers, etc.5. These are virtuous circles in the value network of mobile value-added services industry.6. Exchange items in the value network of mobile value-added services are including economical value, integrated value and intangible value. The exchanges in the value network of mobile value-added services include economical value, integrated value and intangible value.Some further suggestions on strategies are proposed for telecom operator:1. Telecom operator and mobile users.2. Telecom operator and content providers.3. Telecom operator and complementors.4. Telecom operator and other telecom operators.5. For telecom operator itself.Key words：Mobile value-added service, service innovation, innovation patterns, value network, value exchange | en_US |
| dc.description.tableofcontents | 目錄 i圖目錄 ii表目錄 iv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 文獻探討 5第一節 行動加值服務 5第二節 服務創新 8第三節 價值交換 13第三章 研究方法 17第一節 研究架構 17第二節 研究方法與步驟 19第三節 個案選擇 20第四節 研究限制 21第四章 個案介紹 22第一節 簡訊服務 22第二節 簡訊代碼服務 31第三節 簡訊大文豪服務 39第四節 行動訂票服務 46第五節 行動放送服務 54第六節 即時路況服務 62第七節 生活資訊服務 69第八節 NTT DoCoMo i-mode 服務 76第五章 研究發現 85第一節 行動加值服務的創新模式 85第二節 行動加值服務的創新驅動因子與創新形式 89第三節 行動加值服務的價值網路 94第四節 行動加值服務的價值交換分析 97第六章 結論與研究建議 101第一節 研究結論 101第二節 研究建議 106參考文獻 114附錄：訪談大綱 117 圖目錄圖1.1我國行動網路用戶數 2圖1.2 i-mode 創造產業良性循環 2圖1.3數位內容產業供應鏈 3圖2.1服務創新流程 11圖2.2服務創新：消費、服務與製造倒金字塔 11圖2.3 創新服務模型 12圖2.4 價值網路 14圖3.1 研究架構 19圖4.1 我國簡訊服務通信量及營收 23圖4.2 簡訊服務網路架構 24圖4.3 簡訊服務的創新構面 26圖4.4 簡訊服務的價值網路 29圖4.5 簡訊服務的價值交換內容 30圖4.6 簡訊代碼系統架構圖 31圖4.7 簡訊代碼服務的創新構面 32圖4.8 簡訊代碼服務的價值網路 36圖4.9 簡訊代碼服務的價值交換內容分析 37圖4.10 簡訊大文豪服務 39圖4.11 簡訊大文豪服務的創新構面 40圖4.12 簡訊大文豪服務的價值網路 44圖4.13 簡訊大文豪的價值交換分析 45圖4.14 行動訂票服務的創新構面 47圖4.15 行動訂票服務的價值網路 52圖4.16 行動訂票服務的價值交換分析 53圖4.17 豐富的行動放送服務 55圖4.18 行動放送服務的創新構面 57圖4.19 行動放送服務的價值網路 60圖4.20 行動放送服務的價值交換分析 61圖4.21 即時路況服務的創新構面 64圖4.22 即時路況服務的價值網路 67圖4.23 即時路況服務的價值內容分析 68圖4.24 生活資訊服務的創新驅動 71圖4.25 生活資訊服務的價值網路 74圖4.26 生活資訊服務的價值交換分析 75圖4.27 i-mode 服務用戶數成長趨勢 76圖4.28 邁向第二個S曲線 77圖4.29 i-mode服務的創新構面 79圖4.30 i-mode服務的價值網路 83圖4.31 i-mode服務的價值交換分析 84圖6.1 行動加值服務的價值網路 106 表目錄表2.1數位內容產業定義與範疇 5表2.2新服務相關論文整理 9表2.3 創新服務的四構面 12表2.4 價值交換的內容 14表2.5價值交換內容之分類編碼 16表3.1創新驅動過程的活動 17表3.2 個案選擇與研究方法 20表4.1 簡訊服務的創新驅動形式 28表4.2 簡訊代碼服務的創新驅動形式 35表4.3 簡訊大文豪服務的創新驅動 43表4.4 行動訂票服務的訂票方式 49表4.6 行動放送服務的創新驅動 59表4.7 即時路況服務的創新驅動 66表4.8 生活資訊服務的創新形式 73表4.9 i-mode服務的創新驅動 82表5.1 新服務概念的起源 85表5.2 行動加值服務創新形式與創新驅動因子 90表5.3 行動加值服務個案服務分類與創新形式 91表5.4 簡訊類型服務的創新演進 92表5.5 行動加值服務產業價值網路的主要角色 94表6.1 本研究個案之創新形式與各驅動因子活動 103 | zh_TW |
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| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0093359036 | en_US |
| dc.subject (關鍵詞) | 行動加值服務 | zh_TW |
| dc.subject (關鍵詞) | 服務創新 | zh_TW |
| dc.subject (關鍵詞) | 創新驅動因子 | zh_TW |
| dc.subject (關鍵詞) | 價值網路 | zh_TW |
| dc.subject (關鍵詞) | 價值交換 | zh_TW |
| dc.subject (關鍵詞) | mobile value-added service | en_US |
| dc.subject (關鍵詞) | service innovation | en_US |
| dc.subject (關鍵詞) | innovation patterns | en_US |
| dc.subject (關鍵詞) | value network | en_US |
| dc.subject (關鍵詞) | value exchange | en_US |
| dc.title (題名) | 行動加值服務的創新研究 | zh_TW |
| dc.type (資料類型) | thesis | en |
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