台灣電信產業行動加值服務策略分析

Strategy Analysis of Mobile Value-added Service in Taiwan Telecomunication Industry

朱國瑋(Kuo-Wei Chu)

指導教授 ： 許通安

中原大學/商學院/資訊管理研究所/碩士(2010年)

https://doi.org/10.6840/cycu201000797

摘要

在3G/3.5G基礎建設逐漸普及下，行動網路頻寬大幅提高，行動上網市場逐漸成長，過去許多不易實現或是效果不理想的服務和應用，在網路頻寬改善的情況下可用性大幅增加。電信業者在語音營收達到成長瓶頸時，更希望透過行動加值服務來帶動數據營收的成長。就電信產業發展趨勢觀察，惟有盡快開拓新的領域，擺脫以語音服務為主的行業，才有機會讓企業力於不敗之地。
本研究首先分析電信產業行動加值服務產業價值鏈與產業特性，並以資源基礎理論中的策略三構面來發展行動加值服務策略矩陣模型，整理出行動加值服務的關鍵優勢，最後將業者其具體表現透過動態競爭理論做分析，歸納出其現行的策略內容，提供業者未來決策建議之參考。
本論文研究結果顯示，加值服務已逐漸成為電信營收成長動能，電信、網路、電視、娛樂的數位匯流將成為不可檔的趨勢，電信業者所扮演的角色也越來越多元，電信業的生態也會漸漸變得更複雜。另外，電信業者運用各自不同既有優勢資源與事業網路，來進行策略的規劃與佈局。在相對規模極具差異時，也將呈現出不同的競爭性行為。電信三雄的資源相似性與市場共通性高，具備高技術門檻和充裕資源、資金取勝，彼此間策略的運用、競爭行動與回應皆是在相互對抗，競爭行動多是以併購、異業結盟、提供創新服務和公開宣告目標及政策為主要策略，而兩間較小型的業者，互為競爭及模仿的對象，為了生存與成功，會有持續不斷挑戰的動機，競爭行動有價格彈性與追求風險的行為優勢，以降價、促銷活動、結盟合作。本研究結果可供通訊業者擬訂未來行動加值服務策略及戰術活動之參考，以期提昇加值服務市場之整體競爭優勢。

關鍵字

行動加值 ； 動態競爭 ； 資源基礎理論 ； 產業價值鏈

並列摘要

With gradual secularization of infrastructure for 3G/3.5G, the link of mobile network has been largely enhanced. As mobile net-surfing has progressively grown, many selections of services and applications that are not likely to be achieved or has achieved with unfavorable effect are greatly boosted of their usability with improvement of network link. When telecom operators have reached the bottleneck of growth in terms of their voice-service revenue, they would further hope to make use of mobile value-added service to stimulate growth for data revenue. As observed from the development trend of telecom operators, they can only extricate themselves of voice-service as primary business and expand brand new business domain as fast as they before they could turn their enterprise
This study would first analyze industrial value chain and industrial features of the mobile value-added service among telecom operators, and follow the three strategic dimensions of resource-based theory to develop the strategic matrix model of mobile value-added service, helping to organize the crucial advantages of mobile value-added services. At the end, the study would take the substantive performance of the operators to carry out analyze based on dynamic competition theory, and conclude the strategic content of their performance so as to offer itself as reference to operators for future decision making.
As noted in the research results, value-added service has already become the momentum for telecom revenue and growth, while digital convergence of telecom, network, TV, and entertainment has become such unstoppable trend that the roles of telecom operators have become more diversified and the ecology of telecom industry should transformed to be more sophisticated. Besides, telecom operators have resorted to each of their existing strength resource and business network to carry out their strategic planning and deployment. When relative scale is found with drastic difference, it should display with diverse competitive behavior. As a matter of fact, resource similarity and market commonality among the top three telecom operators as THC, TWM, and FET are very high as they are equipped with high-technology threshold, and sufficient resources as well as superiorly abundant capital. For the use of mutual tactics, competitive behavior and responses are geared for mutual defiance, and their competitive behaviors are mostly acquisition, strategic alliance, offering innovative service, and publicly announcing objective and policy as their primary strategies. Regarding the two relative minor operators, mutual competition and target of imitation are for the purpose of survival and success, and there will be continuous motive for challenge. As for competitive actions, there will be behavior advantage in terms of pricing flexibility and pursuit risk, resorting to price reduction, promotion, and cooperation of strategic alliance. Research results of this study can offer themselves as reference to mobile operators as they formulate mobile value-added service and tactical events in the future, hoping to enhance their comprehensive competitive advantage for value-added service market.

並列關鍵字

Industrial Value Chain ； value-added Service ； dynamic Competition ； resource based theory

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