行動商務可行營業模式之探索

Study of Feasible Business Models in Mobile Commerce

袁仕杰(ALEX YUAN)

指導教授 ： 游張松

國立臺灣大學/管理學院/商學研究所/碩士(2004年)

https://doi.org/10.6342/NTU.2004.01333

摘要

論文摘要
規模空前的資訊化浪潮正在全球興起。引發了至今未止的産業革命浪潮，將人類帶入了知識經濟的新時代，另一方面人們賴以溝通的行動通信經歷過高速的成長，正進入劃時代的大變革。兩者融合之勢已然蓄勢待發，這使得新類型的電子商務---行動電子商務充滿了機會與挑戰。
吾人躬逢其盛，面對既解構又融合的發展亟思做一全般探討以解自身之惑，並思從研究中能探索得若干可行之營業模式，或可為日後發展與評估新事業之參考。
透過廣泛的資料收集與大量閱讀，配合研究者在相關領域實際工作之經歷，本研究從行動電子商務關鍵技術之發展與產業結構競爭分析出發，經過歸納分析後，嘗試以用戶價值為導向分析產業價值網之價值動因。再據所得之價值動因為評估參數，運用競爭策略分析價值網中各主要環節業者擴增營運版圖的競爭力與策略意圖，歸納得四種可行之商業模式，分別按最適合採取該模式發展的價值網參與者命名為OP、CD、AD及PA模式。(O表行動網路業者，P表行動入口，C 表內容集成商，D表行動終端品牌業者，A表應用平台業者)
然後再就實際案例評估各模式可用性，確時證明其具有意義，並於比對過程中得到下列通則：(對於各不同價值網參與者之結論則不在此贅述)
一、發展整合營運平台始能滿足消費用戶，而站在價值網的分配者
位置。
二、領導者對投入行動商務發展的視野「選擇營業模式而非核心能
力延伸的單項產品」與推動的決心激發企業新能力產生新價
值。
三、營運平台的完整性決定競爭優勢，而營運平台的延展性決定其
市場規模。
四、產品與服務應以強化核心功能、操作簡易與使用便利為主，複
合功能不易取勝。
五、恰當的資費模式促使營運平台進入正向循環，且能創造用戶價
值為首要成功因素。新營業模式的主要推動者必須能夠提出互
利多方的資費模式說服平台成員，降低用戶對新服務因資費不
可測或門檻過高所生之疑慮。是故在訂定此等新資費方案時，
創造用戶價值為首要考量。
六、選擇適當的時機提出合於地緣市場需求的應用創新。行動商務
是一種生活方式的創造，與社會文化高度相關，故創新營業模
式在母國較具成功可能，成功後也未必能成功移植於國際市
場。

關鍵字

營業模式 ； 價值網 ； 行動商務

並列摘要

THESIS ABSTRACT
GRADUATE INSTITUTE OF BUSINESS ADMINISTRATION
NATIONAL TAIWAN UNIVERSITY

NAME: ALEX YUAN MONTH/YEAR: DECEMBER, 2004
ADVISOR: Professor CHANG-SUNG YU

Whilst information technology reshapes all categories of industries and brings a new era of globalized knowledge economy to the world, mobile telecommunication industry is also facing up restructuring revolution after experiencing high speed growth at all the corner of the globe in short. Both are developed to move toward the other. Fusion of IT and Mobile Communication networks then emerges from behind lots of debate and cooperation. This makes new born mobile commerce abundant of possibilities as well as great challenges to survive.

Such change of destructuring and fusion at the same time in two leading technologies/industries brings up many interests and questions. As we have the great chance to participate the change, researcher would like to take this thesis to explore the whole picture of mobile commerce and also outline feasible business models for future development and evaluation on new business opportunities.

The study starts from analysis of key technologies driving mobile commerce and industry structure of mobile commerce in value net and competition analysis approach. In the analysis findings, with user value concerned, a few value driving factors are defined to evaluate each key member’s competition advantages and strategic intention to expand their roles in value net. Four possible business models of mobile commerce are found and named with the initial of best fit value net node players : Business Model OP/CD/AD/PA, where O stands for operator, P stands for mobile portals, C stands for content aggregator, D stands for mobile devices marketers and A means application platform provider.

A few real cases are illustrated and analyzed to further examine whether the four found business models are meaningful and effective in real world. And through this study, researcher concludes following general rules the key success factors for mobile commerce (MC) development.

1. Only integrated business platform can satisfy users
expectations of MC and such platforms providers hold
the role of value distributor in MC value net.

2. Leaderships are proved again the key driving force to
lead corporate exploring MC opportunities, especially
the leaders’vision and strategic move of focusing on
business platform rather than product activates new
core competences which can generate new values.

3. Integrality of MC business platform determines its
competition advantages, while the extensibility of
which determines its potential market scale.

4. Products or serviced with clear core functions, simple
operation and easy user interface will win the MC game.
Sophisticated and complicated integration products only
brings hurdle to the majority of end users.

5. Right tariff model turns the MC business platform to
positive cycle. Challenge to new MC business platform
providers is to convince relevant partners a beneficial
intergrowth model and, on the other hand, accept ion of
user value oriented tariff model, e.g. flat rate, to
lower down users hurdle to adopt new service.

6. Choose right geo-market keen applications and operate
with an innovative MC business model at proper timing
is a strategy move to enter the market. As MC is a
creation of new style way of life, it is highly
correlated with social culture, which varies from
country to country. This is the reason why new MC
business model is more easy to succeed in home market
but much more difficult to just copy and output to
foreign markets.

並列關鍵字

Mobile Commerce ； Value Net ； Business Model

參考文獻

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