本論文旨在當今全球各大城市打造無線城市的資訊政策風潮下,以世界第一的臺北市無線寬頻網路建設政策為個案研究對象,探討該資訊政策行銷的內涵。「臺北市無線寬頻網路建設」是一種創新的、尚未成形的新興資訊公共服務;同時它和傳統BOT的民間參與模式不同,其所採用的BO(Build & Operate)民間協作模式是新穎的,故公私部門雙方的權利義務亦有所不同。基於這樣的不同特性,此全球首創的資訊政策個案的行銷模式必然也有所不同,在各界並無特別針對資訊政策領域探討政策行銷的前提下,本研究以Snavely(1991)的政策行銷模型為基礎,採用個案研究和筆者因工作之便得以親身參與觀察的質化研究方法,針對此資訊政策自規劃起至95年底在行銷上的整體策略與規劃,以及如何落實與推動的過程來進行分析,瞭解期間所受到的影響、產生的缺失與運作不足的項目。 本研究發現此資訊政策行銷在目標顧客和行銷組合上,受環境因素中科技面的限制和政治面的影響最深,另外也同時受私部門協作差異上的影響,而這樣的行銷成效最終卻在政治面的影響下達到其初步的行銷目標。研究最後發現臺北市無線寬頻網路建設案乃一政治脈絡下的產物,在明星市長的政績要求與光環下採取機遇戰式的行銷策略,因私部門體質不佳,使得公部門採取積極運用多種創新的行銷組合來執行,最後該案以國際間的城市行銷最為成功。根據這樣的研究發現,本文期望提供給欲打造無線網路的國家或城市一參考典範,以利日後各國家或城市的政府能規劃出更完善的資訊政策與行銷策略,尤其在建構新興資訊基礎建設與推動新興資訊應用服務上面。
This paper takes the “M-Taipei Initiative,” the first and largest Wi-Fi network in the world, as a case study to research upon the world-wide trend of building the wireless cities nowadays. The “M-Taipei Initiative” was initiated a “build & operate” (BO) tender project by Taipei City Government, to provide public access to outdoor wireless broadband. In this case, the “M-Taipei Initiative” is a brand new information policy for public sectors and citizens, which means, it also needs a brand new policy marketing strategy to promote to users. Because there is no such discussion about Information Policy Marketing in this field, based on the Snavely’s policy marketing model (1991), we explored the features of policy marketing of the “M-Taipei Initiative” from the beginning of the project planning to the end of 2006, by secondary data analysis, in-depth interview, and participant observation of author himself. It identified the Targeting Customers and Policy Marketing Matrix of the case was affected by technology and politics environment. The public-private partnership also had influences on this case. Somehow in the end of research, it still achieved the first-step of its Marketing Objectives by political factors. Finally, the result shows that the “M-Taipei Initiative” was formed by political context in Taiwan and took the randomization marketing strategies to execute with the powerful mayor. Because of the weak private partner, City Government took the lead on whole marketing strategy in response to the mayor and it turned out the great achievement on international city’s marketing. Based on the discoveries of this paper, we offered a “first” model of information policy marketing that the experiences of some other policy marketing cannot be replicated here for those cities who want to build the wireless cities or plan some new information policies.