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https://nccur.lib.nccu.edu.tw/handle/140.119/30707
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| Title: | 從智慧型手機看行動通訊「營運模式」轉變 |
| Authors: | 陳益誠 |
| Contributors: | 李仁芳
陳益誠 |
| Keywords: | 每用戶平均收入
類比式行動電話系統
初階段服務測試
關鍵業績指標
利基
ARPU
AMPS
Initial Service Launch
KPI
niche |
| Date: | 2008 |
| Issue Date: | 2009-09-12 12:42:32 (UTC+8) |
| Abstract: | 從無線語音通訊(Voice)的日漸普及，以及日益下降的語音ARPU(Average Revenue Per User)的趨勢看來，所有的行動電信營運商(Telecom Operator)都開始在鑽研如何去推動數據的收入(Data Revenue)，以及所謂的加值型服務的利潤，借以廣增收入及營運利潤的提昇。所以如何建立一個正確的『營利模式』成為全世界所有行動電信營運商最關切的焦點之一。 台灣在行動電信數據服務以及加值型服務方面，其實發展得很早，曾經有過兩次相當大而且相當慘痛的失敗經驗。一次是在2000年和信電訊股份有限公司曾經有過引進日本NTT DoCoMo i-mode的慘痛失敗經驗；另外一件是在2003年亞太行動寬頻電信股份有限公司也曾經歷過引進韓國SK Telecom的SKVM數據服務平台技術移轉的失敗經驗。這兩起的案例由於個人都剛好身歷其境，所以印象特別深刻，檢討起來失敗的原因固然很多，但是其中如何去正確建立一個適合台灣的主客觀環境的『營運模式』卻是一個相當值得探討的問題。
手機一直是行動電話產業裡最熱門的話題，從以前的所謂的『大哥大』(AMPS類比式)手機時代，走入今天的第三代行動通訊所謂的3G『智慧型手機』的時代。手機應該算得上是繼PC電腦以來，發展最快，對人類的生活文明最具影響力的產品之一。PC是坐著那邊使用的工具，而手機卻是人們天天帶在身邊，帶著到處跑的『不可或缺的一部分』。有的人每天也許可以沒有去用電腦，但是很多人每天如果沒有手機在身邊的話，那會是一件非常嚴重的事情。手機發展的很快，也愈做愈像一台能夠隨身帶著走的『智囊包』了。不但包辦所有個人週邊的服務，尤其是所謂的『多媒體影音及下載』功能(有人稱之為:「多媒體手機」)，『網際網路』上網及網路週邊的服務功能，甚至所謂的『人對機』、『機對人』、以及『機對機』等未來無比的想像空間的一些功能及發展。所有設計出來的『營運模式』都要先透過手機去呈現在消費者面前，電信營運商也要先去做許多的驗證實驗(Initial Service Launch)以後，再去正式的推到市面上去。然後再從消費者的滿意度指標(KPI)裡去確認這些被建立的『營運模式』是正確的。
本論文就是站在是一個行動電信營運商(Telecom Operator)的立場，從『智慧型手機』的發展角度來探討未來應該如何去正確建立一個『營運模式』來。主要論述點是從國外一些成功的行動電信營運商們的『營運模式』做切入點，再探討一些台灣的第三代行動通訊上所謂的『加值型服務』(Data Service數據服務)一直發展不起來的原因；另外再從『智慧型手機』以及『手機上網』的角度去探索出一些建議，以做為正確建立一個『營運模式』（Business Model）的基礎。本研究著眼於在行動電話傳統以來就以「語音(Voice)」為主要獲利的「營運模式」，在經過「第三代行動通訊」從「建置期」到「營運期」動態競爭市場愈演愈烈的情勢下，行動電話營運商從一個完全「主導的角色」逐漸轉變成一個「中介者的角色」，其「營運模式」的選擇固然會因為各家電信營運商的「財力、物力」；及「可動用的資源」有所差異，但是在「策略」及「營運模式」的釐訂上也有相當大的學問，有時候看人家(國外)的成功，及複製人家的「成功關鍵因素」並不見得就會「一定成功」的。重要的是要能在「不同的競爭環境」下，以及「艱困險惡的競爭態勢裡」，要能「看得到別人沒看到的市場」商機，要能「把握到每一個轉折的時間點」，然後將「有效的資源集中的投下去」，勝利成功是必然的。
本研究主要的結論包括：
1. 第三代行動通訊數據服務及加值型應用服務之營運模式(Business Model)與傳統的電信服務以voice語音為主的營運模式有顯然的不同點，無法以現有的營運模式來經營數據服務及加值行應用服務。但是採行「老二主義」(也就是所謂的「跟隨主義」)在第三代行動通訊市場動態競爭環境下是可行的策略之一。（本研究案例--日本KDDI及亞太行動即為其例）
2. 傳統以「語音」為主的「營運模式」與「數據服務及加值型應用服務」為主的「營運模式」差異點為以語音為主的營運模式其主要在於對語音服務的『資費價格』(Rate price)做調制，就會對市場及競爭者產生影響力，而且這些調制的主控權是可以完全操控於營運商的掌控中的。對數據及數據加值型應用服務營運模式來說，電信營運商必須退居於「中介者」的角色，以撮合各個價值鏈的「供應商」們一起來，創建「最高的客戶價值」，並從這些撮合的過程中分得應有的利潤。(本研究案例--日本NTT DoCoMo i-mode)
3. 本研究案例是以國內行動電話，一個已完全競爭的市場裡，以一個後進者(本研究案例公司—亞太行動）開始進入市場，在幾經仔細觀察競爭者的動態後，終於發現了一個「競爭者忽略的市場空間」；以及「競爭者沒有發現的市場空間」，然後再以「更便宜的產品」切入市場，終於勝出於市場。
4. Apple繼iPOD及iTune成功之後，以一個在Music Download世界裡，完全以提供消費者Content內容服務的角度。另外，Google也以一個提供消費者全方位Internet網際網路服務的角度，雙雙切入「智慧型手機」市場，甚至於「整個的行動電話市場」，確實帶給整個手機市場無比的震撼。本研究發現iPhone也好，Google Phone也好，都是從消費者使用行動電話的角度，利用「開放型營運模式」去切入市場。這與傳統行動電話營運商，採完全「封閉型營運模式」有顯著的不同。到底「開放型營運模式」與「封閉型營運模式」最後誰會勝出呢？
5. 數據產品的營運模式與傳統以語音為主的營運模式不同，語音產品受「價格調制」的影響很大，而價格的調制是完全掌控在行動電話營運商手中的；但是，數據產品的使用量必須經過「學習」、「認知」、「確認」及「喜好」等過程才能逐漸增加它的使用量，而這些過程中的因素變動並非完全掌控於行動電話營運商手中，因為行動電話營運商在數據產品市場中扮演的角色是「中介者」撮合的角色。本研究發現數據產品的初期投資較高，但是同質性高，容易在上述過程中被市場淘汰，但是一旦其中有一項產品能成功的在競爭的市場裡存活下來，其他同質產品的失敗都會因為這項成功的產品而能於短期內回收回來。所以數據產品必須要採「多路徑投入」方式之營運模式。
成功的數據產品，其營運模式所營造出來的利潤，都是在所謂的「長尾期」。正如同「i-mode」的母親：松永真理小姐所說的：「追求wants而非追求needs」，「我們想做一個連自己母親都能夠輕易操作的服務」等等，這些原則或信念，看似無甚高論，但卻是市場、行銷、消費的原理。而松永真理之於「i-mode」的可貴之處正在於，她去除了高科技產業的「不可親」性格，她把高科技產品拉回到人性面、市場面來處理。她看到了連結於高科技產品與市場間的「niche」。
最後歸根結底，一個數據產品的「營運模式」被成功的碩造出來，其實是來自於「不懂科技」、來自於「原創性」、來自於「生活化」、來自於「人性」、「自然」及「生活中不斷的那種來自於心靈深處的創新思維」。
From wireless voice communications growing popularity, as well as declining voice ARPU (Average Revenue Per User) of the trends, all of the operations of telecommunications operators have begun to study how to promote the income data (Data Revenue), as well as the so-called value-added services to profit, in order to widely by income and operating profit improved. So how to create a correct 『Profitable Business Model』 as the world`s telecom operators all actions focus of most concern. Taiwan in the operation of telecommunications data services, as well as value-added services, in fact, the development of very early, there have been two very large and very painful experience of failures. One was in 2000 and the KG Telecom Co., Ltd. had introduced Japan NTT DoCoMo i-mode failure of the painful experience; another in 2003 Asia Pacific Broadband Wireless Co., Ltd. has experienced through the introduction of SK Telecom of South Korea SKVM data services platform technology transfer failures. The two cases are just for personal involved, so was particularly impressed to review with a lot of reasons for the failure of course, but how to correct for the establishment of a right 『Business Model』to fit Taiwan`s subjective and objective environment is a very worth exploring problems.
Mobile Handset has been the mobile phone industry`s hottest topics, from the previous so-called 『Big Brother』AMPS analog phone era into today`s third generation mobile communications (3G) so-called 『Smart Phone』3G era. Mobile phones should be considered following the PC computer has been the fastest growing of civilized human life the most influential one of the products. PC is sitting side-use tools, and mobile phones are necessarily carried it every day, with around an integral part of you. Some people did not go a day may be able to use computers, but many people every day if there is no Mobile phone in the side, it would be a very serious matter. Mobile phone development soon, but also more like to do more one can carry away 『a think, smart-tank pack』. Not only do all individuals of the surrounding services, especially the so-called audio-visual and multimedia 『download function (some call it: 『Multimedia Mobile phone』，Internet surrounding、the Internet and network service functions, and even the so-called 『People to Machine』, 『Machine to People』, as well as 『Machine to Machine』 『next great imagination, such as some of the features of space and development. All designed 『Business Model』 must first go through a cell phone in front of consumers, telecom operators have also done a lot of verification experiment (Initial Service Launch) after the formal go to the market to go. And then from the consumer`s satisfaction indicators (KPI) where these have been established to confirm the 『Business Model』 is correct. In this paper, is standing on is a mobile telecommunication Mobile Operators position, from 『Smart phone』 development perspective to explore how the future should be the correct 『Business Model』 of the establishment. The main discussion points from a number of successful operations abroad carrier`s 『Business Model』 make an entry point, and then explore some of Taiwan`s third-generation mobile communication; so-called 『Value-added Services』(Data Services) has been developed with not that much successful by now the reasons; additional from 『Smart phone』and 『Mobile Internet』 perspective to explore a number of recommendations to serve as the correct Business Model of the establishment basis. This study focused on the mobile phone which traditionally has been to 『Voice』 as the main profit "Business Model", after "third-generation mobile communications" from the "build phase" to "the service and operational period" become increasingly dynamic and competitive markets situation, mobile phone operators from a completely "leading role" gradually transformed into an "intermediary role", And its "business model" option of course, because each carrier`s "financial and material resources"; and "available resources" be different, but in the "strategy" and "operating mode" setting also has considerable big science, and sometimes they look (outside) the success of, and copying other people`s "critical success factors" and will not "necessarily successful". Is important to be in the "different competitive environment" and "difficult competitive situation in the sinister", to be able to "see other people do not see the market" business opportunities, to be able to "grasp the turning point of each point in time "and then" effective concentration of the resources go to vote, "the victory of success for granted.
The main conclusions of this study include:
1. Third-generation mobile data services and value-added application services business model and traditional voice telecommunications services to voice-based mode of operation have clearly different points, not to the existing mode of operation to run data services and value-added application services firms. However, adopting the "second doctrine" (that is, the so-called "follow the doctrine") in the third generation mobile communications market and competitive environment is feasible strategies. (In this case study - Japan`s KDDI and the Asia-Pacific Broadband Wireless operations shall Example)
2. The traditional "voice"-based "business model" and "data services and value-added application services," mainly "business model" point of difference to a voice-based mode of operation lies in its main voice services 『 tariff price 』(Rate price) make modulation, will be on the market and competitors influence and ownership of these modulators can be completely controlled in the control of operators. Data and data value-added application services business model for telecom operators must take a back seat in the "intermediary" role to bring together the various value chain "suppliers" are one up, to create "the highest customer value," and From these match the process of due share of profits. (In this case study - Japan`s NTT DoCoMo i-mode shall Example)
3. This case study is based on the domestic mobile phone, a perfectly competitive market, with a backward person (in this case study the company - the Asia-Pacific Broadband Wireless), began to enter the market, after careful observation in the dynamics of competitors finally found a "competition who neglected market space "; and" did not find a competitor`s market space, "and then" cheaper products "into the market, finally winning in the market.
4. Apple following the iPOD and iTunes success, to a Music Download world, completely in order to provide the consumer point of view Content Services. In addition, Google also provides consumers with a full-service Internet point of view, both into the "smart phone" market, and even "the whole mobile phone market", indeed to the entire mobile phone market unparalleled shock. The study found that iPhone, or, Google Phone, or are using a mobile phone from a consumer point of view, by using the "open mode of operation" to cut into the market. This is the traditional mobile phone operators, mining completely "closed mode of operation" has significantly different. In the end "open business model" and the "closed mode of operation," Who will win the final then?
5. Data products mode of operation with traditional voice-based mode of operation is different from voice products are "price modulation" a great impact, while the price is in complete control of the modulation in the hands of mobile phone operators; However, the use of data products must go through "learning," "cognitive," "confirmed" and "preferences" and other process to be a gradual increase in its usage, and these factors in the process of change is not complete control over the mobile phone operators hands, because mobile phone operators in the data market`s role as "intermediary" role comes together. The study found data products a higher initial investment, but the homogeneity of the high, easy to in the above-mentioned process were eliminated, but once one has a product can be successful in a competitive market survived the failure of other homogeneous products because it will of successful products that can come back in a short period of recovery. Therefore, data mining product must be "multi-path input" mode of the mode of operation.
The success of data products, and its profits created out from business model are in the so-called "long tail period." As "i-mode" mother: Miss Matsunaga Mari said: "the pursuit of wants rather than the pursuit of needs", "A Service we want to do, even their own mothers can easily operate the service," and so on, These principles or beliefs, seemingly high theory, but it is the market, marketing, consumption principle. Matsunaga Mari in the "i-mode" is a valuable point to, apart from her to go high-tech industries "not nice" character, her high-tech products back to human face, face to deal with the market. She saw the link in the high-tech products with the market between "niche".
Finally, after all, a data product "business model" has been successful created made out, in fact, come from "do not understand technology" from the "original" from the "life" and from "human", "natural "and" the kind of life continued from the soul of innovative thinking. "
致謝辭……………………………………………………………………...…I
中文摘要………………………………………………………………….….II
英文摘要……………………………………………………………………..V
目錄…………………………………………………………………………...1
表目錄………………………………………………………………………...4
圖目錄…………………………………………………………………….…..5
第一章 緒論 7
第一節 研究動機 15
第二節 研究背景 17
第三節 研究範圍 20
第四節 研究步驟 22
第五節 章節分配 24
第六節 研究限制 26
第二章 文獻探討 28
第一節 電信資通產業趨勢 30
1、台灣電信自由化、民營化： 30
2、電信自由化民營化帶來的影響 31
3、我國與亞太各國電信政策比較 35
第二節 電信營運商營運模式變化 40
1、「營運模式」學理依據 40
2、「營運模式」之源起 42
3、「營運模式」與「策略」之差異 43
4、「營運模式」的定義 44
5、電信「營運模式」 46
6、開放作業平台手機營運模式 47
第三節 行動通訊各項服務定價模式 50
1、一般「服務定價模式」： 50
2、電信服務業定價模式 50
3、電信服務業Financial Model 財務模型建構過程： 52
4、第三代行動電話服務定價模式 54
第三章 國外數據服務及加值型服務成功經驗探討 60
第一節 3G成長趨勢 60
1、2.5G/3G數據用戶成為未來行動通訊成長新動力 60
2、各區域行動數據應用呈現不同發展趨勢 61
3、行動通訊技術演進驅動多元數據服務 64
4、各個個別區域在第三代行動通訊的發展： 66
第二節 國際指標型行動通訊營運商成功經驗 69
1、日本NTT DoCoMo i-mode 69
2、日本KDDI 73
3、KDDI的資費策略 76
3、韓國SKT 80
4、美國Verizon 83
第三節 智慧型手機(Smart Phone) 87
1、從定義談起 87
2、使用者是誰 88
3、電信業態度 90
第四章 台灣引進第三代行動通訊營運模式檢討 93
第一節 台灣引進行動加值服務失敗經驗 93
1、和信電訊引進日本i-mode失敗回顧 95
2、亞太引進SK Telecom SKVM進台灣失敗經驗檢討 99
3、引進先進技術做不起來的基本原因檢討： 102
4、小結 105
第二節 內容聚合商(Content Aggregator)建立之必要性 108
1、Content Aggregator的定義 110
2、國外成功經驗探討 111
3、國內3G經驗彙整(國內深度訪談) 120
第三節 國內行動加值服務與應用服務一直做不起來原因探討 124
2、從行動通訊「營運商」業者端檢討（國內資深業者訪談記要） 128
3、從「消費者」構面因素探討 131
第五章 個案研究 – 以亞太電信公司案例為主 134
第一節 亞太電信公司背景簡介 134
1、亞太固網 135
2、亞太行動網 136
3、亞太線上(ISP/IDC與網際網路) 136
4、SWOT分析 136
第二節 未來發展策略 141
1、固網、行網、網際網路三網整合服務策略 141
2、加值型服務及應用服務發展策略 145
3、手機、Smart Phone及終端發展策略 147
4、在內容(Content)及多媒體(Multi-media)發展策略 149
第三節 重整計畫 151
1、亞太電信第一次重整計畫：2003年 151
2、亞太電信第二次重整計畫：2008年 155
第六章 結論與建議 167
第一節 研究命題 167
第二節 研究結論 201
1、行動通訊的「營運模式」部份 201
2、 行動通訊的「服務及訂價模式」部份 205
3、 行動通訊的「獲利模式」及「Financial Model(財務模型)」 208
4、 行動通訊「機」對「機」的市場獲利機會比「人」與「人」之間的通訊市場獲利機會要大很多 210
5、 行動通訊帶給「消費者的利益」 211
6、「客戶權」的移轉更困難 214
8、「行動上網的」營運模式 215
9、「數據服務及數據加值型應用服務」的「營運模式」 217
10、未來的電信環境 220
第三節 研究建議 223
1、針對政府政策部份： 223
2、 針對學術研究方面 224
3、 針對電信營運商方面 225
4、 針對手機及終端製造商方面 226
5、針對Content media內容媒體供應商業者 228
6、 針對ICT廠商 230
7、針對手機及3C通路商方面 230
參考文獻： 232 |
| Reference: | (ㄧ)、國內出版品
1、 顏春煌 ：[行動與無線通訊]，台北：金禾資訊。
2、 吳鴻信譯：[i-mode 行動上網完全攻略]，台北：尼羅河。
3、 顏春煌 ：[行動與無線通訊]，台北：金禾資訊。
4、 蕭秋梅譯：[行動產業商機最前線]，台北：遠擎管理顧問。
5、 禹帆 ：[無線通訊網路概論-GSM，GPRS，3G，WAP，Application]，台北：文魁資訊。
6、 東名 ：[行動通訊發展]，台北：文魁資訊。
7、 李麗雲：[行動電話加值服務經營模式之研究]，國立交通大學經營管理研究所碩士論文。
8、 謝鎮安：[第2.5 代行動通訊系統GPRS 進入市場策略之研究]，國立台北大學企業管理學系碩士論文。
9、 王心婷：[日本無線數據服務i-mode 成功經驗之探討]，國立交通大學科技管理研究所碩士論文
10、李田樹與李芳齡合譯，【啟動革命】，台北：天下文化
2009-cellphone-line
7、http://www.intomobile.com/2008/11/29/kddi-au-teams-up-with-louis-
vuitton-for-standby-screens.html
8、http://www.i-modetech.com/
9、http://www.thefreelibrary.com/`SUCCESS+STORIES:+JAPAN`
:+Mobile+Internet+Market+Lessons+From+Japan`s...-a073302467
10、http://eurotechnology.com/store/3G/index.shtml
11、http://www.nttdocomo.co.jp/english/service/imode/make
/content/ip/index.html
12、http://help.sap.com/saphelp_nw04/helpdata/EN/53/
35、http://www.wimaxforum.org/
147b3ce6c0ac2be10000000a114084/content.htm
13、http://www.sonyericsson.com/cws/download/1/
343/892/1201593340/W580im__GSG_Internet_R1a_EN.pdf
14、http://caudium.net/developer/How_to_create_
an_i-mode_site_1.3.1.pdf
15、http://www.trustedreviews.com/mobile-devices
/news/2005/09/27/O2-Launches-UK-i-mode-Service/p1
16、http://www.mobilewhack.com/reviews/the_lg_
l343i_mobile_with_i-mode.html
17、http://i-mode.o2.co.uk/how_do_i/subscribe_imode_site.html
36、http://www.digitaltechnews.com/news/2005/07/ukorea_it839_pr.html
18、http://www.imodestrategy.com/australia_content_providers/
19、http://www.sktelecom.com/
20、http://ieeexplore.ieee.org/Xplore/login.
jsp?url=/iel5/9102/28880/01300433.pdf?temp=x
21、http://www.3gnewsroom.com/
22、http://www.three.com/
23、http://www.apple.com/iphone/
24、http://www.fcc.gov/3G/
25、http://www.3gpp.org/
26、http://www2.nortel.com/go/solution_content.
37、http:// ciris-cs.incos.biz/cg/blog.cgi?orgid=KITA&gubun=58&job=
jsp?segId=0&catId=0&parId=0&prod_id=61702
27、http://forums.wireless.att.com/cng/
28、http://www.smartphone.net/
29、http://na.blackberry.com/eng/
30、http://www22.verizon.com/
31、www.verizonbusiness.com/
32、http://findarticles.com/p/articles/mi_m0BMD/is_239_7/ai_81143405
33、http://www.instagps.com/entry/gps-on-spring-nextel/
34、http://www.telecomasia.net/article.php?id_article=7311
10&bnum=50000102&fnum=12.
38、http://english.etnews.co.kr/news/detail.html?id=200505240001
39、http://www.soumu.go.jp/menu_02/ict/u-japan_en/index.html
40、http://www.kantei.go.jp/foreign/it/network/0122full_e.html
41、http://www.mobilemediajapan.com/
42、http://www.cdg.org/worldwide/index.asp?h_area=
1&h_country=5&h_technology=99
11、麥可.波特『競爭策略』(Competitive Strategy)，天下文化
43、http://www.cdg.org/
44、http://www.qualcomm.com/
45、http://www.umts-forum.org/
46、http://research.nokia.com/
47、http://zcasper.blogspot.com/2005/10/google-phone-interview.html
48、http://www.mobilewhack.com/google-mobile-platform-android/
49、http://www.popularmechanics.com/technology/reviews/4284532.html
50、http://crave.cnet.co.uk/mobiles/0,39029453,49299583,00.htm
51、http://www.3g.co.uk/PR/Feb2004/6624.htm
52、http://www.digitalradiotech.co.uk/
12、大前研一『創新者的思考』，商周出版
53、http://www.reuters.com/article/pressRelease/
idUS97566+21-Aug-2008+BW20080821
54、http://it.tmcnet.com/topics/it/articles/44674-freescale-
helps-switch-td-scdma-networks-china.htm
55、http://www.gsmworld.com/roaming/gsminfo/net_cncu.shtml
56、http://www.realnetworks.com/industries/mobile/content.html
57、http://www.tmcnet.com/channels/triple-play/
58、http://www.mobiletelevisionreport.com/
59、http://mr6.cc/?p=2597
60、http://big5.huaxia.com/tslj/qycf/2008/06/1007542.html
13、霍華德.瑞格德(Howard Rheingold) 『聰明行動族』(Smart MOBS The Next Social Revolution)，聯經出版
61、http://www.17xie.com/read-183028.html
62、http://www.lunwentianxia.com/product.free.471837.1/
63、http://www.nytimes.com/2007/01/01/technology/01search.html
64、http://www.nytimes.com/2007/03/25/business/yourmoney
/25Stream.html?_r=1
65、http://www.unc.edu/depts/wcweb/handouts/thesis.html
66、http://broadband-daily.com/
67、http://www.telco2.net/blog/2007/05/the_telco_20_
methodology_busin.html
14、『創意心靈』李仁芳，先覺出版
15、『科特勒談行銷』，Kotler on Marketing (by Philip Kotler)，遠流出版
16、齊藤顯一『實學』(找回解決問題的能力)，漫遊者
17、彼得.聖吉(Peter M. Senge)等『第五項修煉』(上/下)，天下文化
18、『動態競爭策略探微』陳明哲，智勝出版
19、『策略九說』吳思華，臉譜出版
20、『問題分析與決策』查理斯.凱普納/班傑明.崔果，中國生產力中心
21、『i-MODE 縮短夢想與實際的距離』松永真理，台灣國際角川書店
22、『新.企業參謀』大前研一，商周出版
23、『創新者的解答』(The innovators solution : creating and sustaining successful growth) 克雷頓‧克里斯汀生，邁可‧雷諾/著 天下出版
24、『創新的兩難』(The Innovator\\’s Dilemma) 克雷頓‧克里斯汀生，邁可‧雷諾/著 天下出版
25、『創新者的修練』(Seeing What’s Next) 克雷頓‧克里斯汀生、艾力克．羅斯、史考特．安東尼/著 天下出版
26、『典範移轉』彼得.杜拉克(Peter E. Drucker) 天下.遠見出版
27、『關係與績效』茱蒂．吉泰爾/著 ，McGRAW-HILL出版
28、『科特勒營銷新論』科特勒, Philip Kotler, Kotler, D Jain, Suvit Maesincee, 中信出版社
29、『再造宏基』施振榮/著，中信出版社
30、『戰略精論』湯明哲/著，清華大學出版社
(二)、國外出版品
1、Patrick Stähler， 2002， ‘Business Models as an Unit of Analysis for Strategizing，’ Patrick.Staehler@alumni.unisg.ch
2、Chesbrough， H. W.， 2003， Open Innovation: The New Imperative for Creating and Profiting from Technology， Boston， MA: Harvard Business School Press.，此外也包括Chesbrough 所發表的相關的期刊論文。
3、Mitchell， D. and C. Coles， 2003， ‘The ultimate competitive advantage of continuing business model innovation，’ The Journal of Business Strategy， 24（5）：15-21，此外也包括Mitchell 所發表的相關的期刊論文或網路專文。
4、Allan Afuah， 2004， Business Models: A Strategic Management Approach， N. Y.: McGraw-Hill.
5、日文原文 Google，米国700MHz周波数帯オークションへの参加を正式に表明
6、Value Migration:『How to Think Several Moves Ahead of The Competitin』 By Adrian J. Slywotzky (Harvard Business School Press)
7、『Learning from customer defections』 by Frederick F. Reichheld from Harvard Business School
8、『Mobile Cellular Telecommunications』Second Edition，by William C.Y. Lee，McGRAW-HILL
9、『3G Wireless Networks』by Clint Smith and Daniel Collins from McGRAW-HILL
10、『3G Wireless Demystified』by Lawrence Harte; Richard Levine; Roman Kikta from McGRAW-HILL
11、『Balanced Scorecard』Translating Strategy into Action, By Robert S. Kaplan and David P. Norton from Harvard Business School Press
12、『Internet Server Connectivity』by Leon Salvail with Steven K. Besler & Sacha Mallais, from Webmaster’s
13、『Knowledge Management and Business Model Innovation』by Yogesh Malhotra, from Idea Group Publishing
14、『Open Business Model, How to Thrive in the New Innovation Landscape』by Henry Chesbrough, from Harvard Business School Press
15、『Business Model Design and Innovation』by Sticky Note and Yves Pigneur, from HEC Lausnne
16、『Complete Book of Model Business Letter』by Martha W. Cresci - Business & Economics
17、『Mobile Service Innovation and Business Models』by Bouwman, Harry; De Vos, Henny; Haaker, Timber (Eds.) from Springer
18、『Mobile and Wireless Communications: Key Technologies and Future Applications』by Peter Smyth from BT/UK
19、『Mobile Media Content Services for Wireless Communication』by Jo Groebel, Eli M. Noam, Valerie Feldmann from Amazon.com
20、『i--mode crash course』by John R. Vacca from McGraw-Hill
21、『i-mode Strategy』by Takeshi Natsuno, Ruth South McCreery
22、『Location Based Services and TeleCartography』by Georg Gartner, William Cartwright, Michael P. Peterson, from Springer
(三)、參考網站
1、NTT DoCoMo http://www.nttdocomo.com/index.html
2、http://www.docomoeurolabs.de/
3、ITU，http://www.itu.org
4、KDDI，http://www.au.kddi.com/
5、http://www.wretch.cc/blog/Fujiwara21&category_id=11553803
6、http://i.gizmodo.com/5142567/only-in-japan-kddi-aus-spring- |
| Description: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
95932091
97 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0095932091 |
| Data Type: | thesis |
| Appears in Collections: | [經營管理碩士學程EMBA] 學位論文
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