政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/34342
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  全文笔数/总笔数 : 113318/144297 (79%)
造访人次 : 51072560      在线人数 : 954
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
搜寻范围 查询小技巧：
  • 您可在西文检索词汇前后加上"双引号"，以获取较精准的检索结果
  • 若欲以作者姓名搜寻，建议至进阶搜寻限定作者字段，可获得较完整数据
    •  进阶搜寻


    请使用永久网址来引用或连结此文件: https://nccur.lib.nccu.edu.tw/handle/140.119/34342


    题名: 行動加值服務的創新研究
    作者: 曾繁庚
    Tseng, Fan Ken
    贡献者: 溫肇東
    Wen, Chao Tung
    曾繁庚
    Tseng, Fan Ken
    关键词: 行動加值服務
    服務創新
    創新驅動因子
    價值網路
    價值交換
    mobile value-added service
    service innovation
    innovation patterns
    value network
    value exchange
    日期: 2006
    上传时间: 2009-09-18 09:29:51 (UTC+8)
    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
    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
    參考文獻: 一、 中文
    1. 95年度電信統計圖表，「簡訊服務通訊量及營收」，國家通訊傳播委員會，http://www.ncc.gov.tw/chinese/show_file.aspx?table_name=news&file_sn=1943。
    2. 96年度第一季營運報告，「營運分析資料」，中華電信股份有限公司，http://www.cht.com.tw/StockDownload.php?id=1044。
    3. 交通部，2000，「89年度交通年鑑 第六篇 ： 電信」， 89年度交通年鑑，交通部，http://www.motc.gov.tw/yearbook/hypage.cgi?HYPAGE=yearbook_volumeindex.htm&webm001_mainid=89YB。
    4. 角川Guide，關於角川，台灣角川書局，http://www.walkersnet.com.tw/guide/kadokawaguide.asp。
    5. 周雅燕、胡哲生、楊文惠，2006, 「價值網路中買賣雙方交易價值之評量」，中華管理評論國際學報，頁1~20。
    6. 林宏澤，2003，「我國數位內容產業發展」，資策會 FIND，http://www.find.org.tw/trend_disp.asp?trend_id=1241。
    7. 張景隆，2003，「以產業價值網路資源整合觀點探討有線電視、通訊、數訊網路產業之競合關係」，國立雲林科技大學企業管理系碩士論文。
    8. 許恩得譯，2004，競合策略，（Adam M. Brandenburger and Barry Nalefuff, 1996, Co-opetition），台灣培生教育出版股份有限公司。
    9. 經濟部數位內容產業推動辦公室，，「數位內容產業定義與架構」，http://www.dci.org.tw/portal/display.jsp?definition_page=Portal.IntroducePage5。
    10. 資策會FIND，2006，「電信平台應用發展推動計畫」，經濟部工業局。
    11. 資策會FIND，2007，「創新資訊應用研究計畫」，經濟部技術處。
    12. 廖森貴、郭學道，2003，「行動價值與顧客滿意關係之研究」，2003知識與價值管理學術研討會，頁327-334。
    13. 蕭秋梅譯，夏野 剛著， 2001，i-mode 贏的策略，經濟新潮社。
    14. 謝森展譯，淺井慶三郎、清水滋著， 1999，服務行銷管理，台北：創意文化。
    15. 羅啟源、劉端旭，2001，「知識管理-價值網之協同關係模式概念研究」，2001中華價值管理學會年會暨第一屆學術研討會，中華價值管理學會，頁9-17。
    二、 英文
    1. Bovet, D., and J. Martha, (2000), “Value Nets”, Wiley.
    2. Brandenburger, A. M., & Nalebuff, B. J. 1996, “Co-opehtition.”, New York: Doubledary.
    3. Bruce Gibson,(2007),"Mobile Entertainment Markets - Opportunities and Forecasts 2006-2011",Juniper Research.
    4. CRIC (2001), Innovation in the Knowledge Economy: Research Vision 2002/2001, The Centre for Research on Innovation and Competition (CRIC), University of Manchester, England.
    5. Damien McLoughlin, and Conor Horan, (2000),"Business Marketing: Perspectives from the Markets-as-Networks Approach”, Industrial Marketing Management, Vol. 29.
    6. Daniel Winterbottom, and Chris Coffman; Nicky Walton; Richard Jesty, (2007),"Mobile Content and Services", Informa Telecoms & Media.
    7. F. Müller-Veerse, (2000),"Mobile Commerce Report", Durlacher Research Ltd., London, http://www.durlacher.com/.
    8. GSM World, "The GSM Family –Services– Messaging", GSM World, http://www.gsmworld.com/services/messaging.shtml.
    9. GSM World Press Release 2001,(2001),"GSM Association reports 15 Billion GSM Text messages sent globally during December 2000",GSM Association, London,http://www.gsmworld.com/news/press_2001/.
    10. Hertog, P. den, Rob Bilderbeek, Goran Mark lund & Ian Miles (1998). Services in innovation: Knowledge Intensive Business Services (KIBS) as co-producers of innovation, SI 4S synthesis paper no. 3 , published by STEP, Oslo.
    11. Johne, A. and Storey, C., (1998), "New service development: a review of the literature and annotated bibliography”, European Journal of Marketing, Vol.32, pp.184-251.
    12. Johnson, S.P, L.J. Menor, A.V. Roth and R.B. Chase (1999), ‘A Critical Evaluation of the New Service Development Process: Integrating Service Innovation and Service Design,’ in: New Service Development, J. A. Fitzsimmonsand, M. J. Fitzsimmons, eds., Thousand Oaks, CA: Sage, pp. 1-32.
    13. Kelly, D., and C. Storey (2000), ‘New service development: initiation strategies’, International Journal of Service Industry Management 11(1): 45-62.
    14. Kolter, P., （1991）, Marketing Management: Analysis, Planning, Implementation and Control. 7th, Prentice-Hall, Inc., New York.
    15. McLoughlin, D. and C. Horan , (2000), ‘Business Marketing: Perspectives from the Markets-as-Networks Approach’, Industrial Marketing Management, Vol. 29: pp. 285-292
    16. Stabell, C. B. and O. D. Fjeldstad, (1998), Configuring Value for Competitive Advantage: On Chains, Shops, and Networks, Strategic Management Journal, Vol.19, pp.413-437.
    17. Sundbo, Jon & Faïz Gallouj (2000), ‘Innovation as a loosely coupled system in services’, International Journal of Services Technology and Management, V.1, N.1, pp.15–36
    18. Verna Allee, (2000), Reconfiguring the Value Network, Journal of Business Strategy, Vol.21
    19. Voss, C. A., (1992),"Measurement of Innovation and Design Performance in services", Design Management Journal, winter, pp. 40-46.
    三、 日文
    1. NTT DoCoMo Services, i-mode History, NTT DoCoMo Inc, http://www.nttdocomo.com/services/imode/index.html.
    2. 決算短信,(2007),"2006年度(2007年3月期)第3四半期財務",業績の概況,NTT DoCoMo Inc, http://www.nttdocomo.co.jp/corporate/ir/binary/pdf/library/earnings/fy2006_3q/fy2006_3q.pdf.
    描述: 碩士
    國立政治大學
    科技管理研究所
    93359036
    95
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0093359036
    数据类型: thesis
    显示于类别:[科技管理研究所] 學位論文

    文件中的档案:

    档案 描述 大小格式浏览次数
    35903601.pdf42KbAdobe PDF2802检视/开启
    35903602.pdf70KbAdobe PDF2792检视/开启
    35903603.pdf69KbAdobe PDF2991检视/开启
    35903604.pdf34KbAdobe PDF2764检视/开启
    35903605.pdf102KbAdobe PDF2868检视/开启
    35903606.pdf171KbAdobe PDF2883检视/开启
    35903607.pdf175KbAdobe PDF23026检视/开启
    35903608.pdf102KbAdobe PDF21492检视/开启
    35903609.pdf1907KbAdobe PDF22076检视/开启
    35903610.pdf162KbAdobe PDF21080检视/开启
    35903611.pdf216KbAdobe PDF21145检视/开启
    35903612.pdf80KbAdobe PDF21201检视/开启
    35903613.pdf112KbAdobe PDF21420检视/开启


    在政大典藏中所有的数据项都受到原著作权保护.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - 回馈