無線城市服務供應商經營模式之競合分析-以台北市安源資訊WiFly無線城市為例

A Study on the Co-opetition Strategy of the Service rovider in a Wirless City Project: The Case of Qware of he Taipei Wirelss City Project

王翰文(Han-Wen Wang)

指導教授 ： 李吉仁

國立臺灣大學/管理學院/國際企業學研究所/碩士(2005年)

https://doi.org/10.6342/NTU.2005.01774

摘要

無線城市經營是一種嶄新的無線網路經營模式，而在全球大型城市建置計畫當中，台北無線新都無線城市建置計畫是目前已進入建置後期，正式營運系統當中，人口涵蓋率最高的單一無線城市建置計畫。台北市採取的經營方式為結合Coperate Wholesale以及Private Consortium的模式，由安源資訊擔任無線城市建置營運商，以BO的模式經營，整體網路建設將於2006年下半年完成全數三期工程，人口涵蓋率達九成。安源已於2005年開始商業營運，但成效卻顯然不如預期，以月租付費的固定用戶尚未突破兩萬人。面對這樣的經營困境，本研究希望能夠透過分析無線城市經營的重要競爭因素以及不同的經營模式，找出無線城市服務供應商如何在產業中定位，與行動無線通訊營運商、無線寬頻供應商以及固網供應商互相競合，提供台北市與安源資訊後續發展之參考。
本文以價值網以及資源基礎理論為分析架構，首先分析行動無線通訊演進、行動無線數據服務的演進、以及MVNO（Mobile Virtual Network Operator）對於行動無線通訊價值鍊的改變，接著說明無線寬頻網路的技術發展、無線寬頻網路供應商的經營方式、以及目前快速發展的VoIP經營模式，接著再進一步介紹全球無線城市的建置、經營，並且對於各個建置計畫進行比較。
在此基礎上，我們針對安源資訊進行基於資源基礎的價值網分析，解析安源資訊如何應用其擁有之策略性資源與價值網中的參賽者競合，並據以建議安源資訊應該引入MVNO經營模式，將經營重點轉移到網路基礎建置以及整合性後台機制，如此則可降低與行動電信營運商之間的潛在競爭，亦可快速提昇使用者數量，從而解決安源資訊目前經營上所遭遇的窘境；並且轉型為專業無線城市建置廠商，利用複製成功經驗移轉至其他城市，加速無線城市生態系之健全。

關鍵字

無線城市 ； 無線寬頻 ； 行動無線網路 ； MVNO ； 價值網

並列摘要

Wireless city is a brand-new business model of wireless network, and so far there is no significantly successful case to be referenced. Taipei Wireless City Project, however, has been regarded as in the leading group among all wirless cities which are in the business operation phase. Moreover, this is the case with highest population coverage. Governments adopted different ways in running wireless city projects, take Taipei City for instance, its model combines the Coperate Wholesale, Private Consortium, and BO (build and operation) model.
The third phase of whole network building will all be done in second half of 2006 and the overall progress will reach 90% coverage. In this particular project, Qware has started the business operation in 2005; nevertheless, the result is far from the expected project goal: the number of monthly-paid subscriber has not yet reached 20,000. Given this situation, the present research took the position of an operator of Wireless City and studied co-opetion strategy among mobile telecom operator, wireless broadband provider and fixed net carrier by finding key competitive factor and business model for wireless city operation, and this can be a reference for the following development of Qware in Taipei city.
This study is based on value net theory and RBV. First part of this study consist Wireless communication, mobile data service and the change of value chain result from MVNO（Mobile Virtual Network Operator.）Followed part describes the progress of wireless broadband technology, plus business model of wireless broadband operator and the fast-growing VoIP. Next part further introduces and compares the implementation and operation examples of worldwide wireless city.
After value net analysis and the evaluation of Qware’s strategic resource, this research suggests that Qware should adopt MVNO model and focus the operation on building up network infrastructure and backward office mechanism, so that the degree of potential competition with respect to mobile telecom operator would be lowered, and the number of subscriber would increase rapidly. In general, this research provides strategic suggestions to solve the difficult position Qware facing. To transform into professional wireless network firm, successful experiences would be applied island-wide for the health of wireless system.

並列關鍵字

Wireless City ； Broadband Wireless ； Mobile Internet ； MVNO ； Value Net.

參考文獻

司徒達賢，1995，策略管理。台北：遠流。

Amit, R. and Schoemaker, R. 1993. Strategic assets and organizational rent. Strategic Management Journal, 14(1): 33-46.

Barney, J. B. 1986. Organizational Culture: Can It Be a Source of the Corporate Competitive Advantage. Academy of Management Review, 11(3): 263-272.

Barney, J. 1991, Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1): 99-120.

Grant, R. M. 1991. The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3): 114-135.