網路電話產業結構與經營模式初探—以Vonage為例

The Preliminary Study on Industry Structure and Business Model of Internet Telephony—A Case of Vonage

洪君豪(Chun-Hao Hung)

指導教授 ： 江炯聰

國立臺灣大學/管理學院/商學研究所/碩士(2006年)

https://doi.org/10.6342/NTU.2006.10286

摘要

本研究為探討網路電話在家計市場的產業結構與經營模式，並以北美最大的網路電話業者Vonage為個案分析的對象。

產業結構
目前提供網路電話服務的業者，依其原有的背景可以區分為九類：
第一，專業型網路電話服務供應商，他們沒有自己的網路，故能以異於傳統電信的成本結構推出低價的語音服務。不過由於語音傳輸過程中有許多intermediate players，業者往往以相應的策略（租賃機房處理話務或P2P網路架構）去克服。他們進入市場的時間點較早，用戶數也最多。代表業者為softphone-based的Skype或TA-based的Vonage。
第二，網際網路服務業者，他們有網路的控制權，故能在契約中擔保通話的品質。最常使用的經營模式是將語音服務與網路接取服務搭售。
第三，有線電視業者，在體認到迴路切換技術與既有事業沒有相互依賴性後，近來改以VoIP推出語音服務。其競爭優勢在於，具有last mile、原有廣大的有線電視用戶以及有能力推行triple play。
第四，傳統電信業者，IXCs對內早已利用VoIP的技術來降低接續成本，對外是以寧可自殺也不願他殺的心態在經營網路電話；ILECs對於推出網路電話則仍在觀望中。
第五，行動電話業者，在Voice over WLAN的技術成熟前，網路電話對他們的殺傷力並不大，但仍須學習3G封包的定價藝術，以防Voice over 3G的產生。
第六，IM業者，隨著Skype的風行，VoIM也慢慢躍為主流。IM業者的經營模式較為特殊，在於建立並擴大用戶基礎以提高消費者的移轉成本，以及擴展Internet服務入口及應用平台。
第七，無線網路服務業者，透過與專業型網路服務供應商的合作及認證整合，在熱點提供Voice over WLAN的服務。未來可能轉變為行動虛擬網路業者（MVNOs）。
第八，作業系統業者，微軟打算在LCS 2005以SIP為基礎進行協同應用。
第九，特殊解決方案提供者，如IPdrum提供了行動電話撥打VoIP的解決方案；Bellster以社群為基礎推廣免費撥打電話的理念。

經營模式
Vonage是北美第一大的網路電話服務業者，以低價格（unlimited calls）、完整的語音加值服務、良好的通訊品質、網內互打免費（online free calling）等為訴求。作法是用大量的廣告、促銷、賣場擺設、ISP轉售等來衝高用戶數以達規模經濟，不過以硬體為基礎的經營模式不可避免有地理性與功能性擴展的限制，用戶數擴散不易，加上客戶取得成本越來越高，以及隨著競爭強度增加及triple play的風潮後可能流失的客戶，大有可能走向利基服務市場的趨勢。本研究建議Vonage將softphone列為互補TA的產品，推出有利於用戶數衝高的方案，並且尋求其他語音改良技術來改善成本結構。

關鍵字

價值網 ； 經營模式 ； 網路電話 ； 最後一哩 ； 數位匯流

並列摘要

My research focuses on the industry structure and business model of internet telephony.

Industry Structure
So far, the players that have provided VoIP service can be categorized by its core competence:
1. Pure VoIP Players:
Pure VoIP Players have no their own networks, so the different cost structure makes them launch a cheaper voice service. Voice packets, however, must be passed and processed by several intermediate players, and they have to adopt the suitable strategy to control the voice quality, such as leasing data centers or P2P architecture. They have the most subscribers due to launching VoIP earlier. The business model could be again divided into two: TA-based Vonage and softphone-based Skype.
2. Internet Service Providers:
Internet Service Providers own some or all parts of networks, so they could guarantee the voice quality in the contract. The most used model frequently is “bundling” internet access and internet telephony.
3. MSOs:
After understanding that VoIP in supply side is a more mutual-dependant solution than PSTN, Multiple Service Operators started to extensively launch VoIP service by triple play—bundling internet access, video service and voice. Their competitive advantage is that they have possessed the last mile, the wide video subscribers and the ability to launch triple play.
4. Traditional Telecom:
IXCs have adopted VoIP technology as means of reducing access cost for a long time, but still have dilemma of launching VoIP service or not. ILECs so far have no intensively willingness to launch residential VoIP service.
5. Mobile Operators:
Mobile operator will face the threat of Voice over WLAN in the future, and now they have to learn how to pricing 3G packet to avoid Voice over 3G.
6. IM Providers:
Voice over IM becomes a trend after Skype’s vogue. Their business model is more special than others—to build a large subscriber base to lift the users’ switching cost and to expand the internet portal and platform.
7. WISPs:
WISPs cooperate with Pure VoIP Players to provide Voice over WLAN service at their hot spots, and maybe turn into MVNOs in the future.
8. Operation System Providers:
Microsoft plans to launch SIP-based collaborative application in Office Live Communications Server 2005.
9. Solution Providers:
IPdrum will provide a solution that a mobile can be used to make VoIP calls, and Bellster spread the ideal of “free calling” by community.

Vonage’s Business Model
Vonage is the largest VoIP service providers in North America. Its appeal is “unlimited calls”, “rich voice value-added service”, “well voice quality” and “online free calling.” Increasing subscriber base to achieve economics scale is the major objective in this kind of model, so Vonage spent a lot on marketing, promotion, store display and other ISPs’ resale, but maybe in vain because the TA-based VoIP service inevitably has the shortcoming of limited function upgrading and subscriber growth, and its acquisition cost is higher now. Besides, with the more fierce VoIP competition, Vonage has the large opportunity to fail and finally go to the niche markets. Therefore, I recommend Vonage to change the position of its softphone from an accessory into a complementary, re-propose a new service plan to stimulate growth, and seek other methods or technology to improve the quality instead of leasing call centers, sp that the large amount of fixed costs could be saved.

並列關鍵字

value net ； business model ； VoIP ； internet telephony ； last mile ； digital convergence

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