電信業者的價值創新與經營模式：台灣大哥大與中華電信比較研究

Abstract

當愈來愈多消費者拿起iPhone下載App Store的應用服務時，電信業者發現他們除了吃到飽的數據月租費外，無法從中獲利。當愈來愈多消費者透過Yahoo!和Google的聯網電視收看更多隨選影片同時享受更多網路上的服務時，有線電視業者發現他們落伍了。當台灣的兩大電信業者(中華電信與台灣大哥大)不約而同的宣佈邁向數位匯流的領導者時，他們發現競爭對手不再只是彼此，而為了滿足消費者的需要，他們必須改變傳統的價值創新與經營模式。 本研究應用價值鏈、價值創新、價值網與經營模式等理論，蒐集過去五年台灣兩大電信業者的新聞報導資料與公開的企業檔案，以及近期國外網際網路業者的創新事件報導為基礎，探討數位匯流趨勢下電信業者的價值創新與經營模式。第四章對產業和業者的市場、財務與組織做簡單的介紹。第五章則運用價值鏈將價值創新分為七個類型，以過去五年的新聞報導資料，分析創新內涵的變化與對應的經營模式，最後歸納出創新與經營模式的關聯性。第六章運用價值網的架構，參考近半年網際網路業者的創新，提出數位匯流的消費者需求、價值網與經營模式的分析架構。 綜合上述，本研究除了對電信業者重點的結論與建議外，同時也對產官學界提出幾點建議，並列出有待深入研究的議題，供有興趣的先進進一步的研究探討。

When more consumers pay and download the application or contents from app store using iPhones, the Telcos (telecommunication operators) know they lose profit opportunity in the application or content business except all-you-can-eat data access revenue. When more consumers use the internet connected TV (e.g. Yahoo! and Google TV) to watch video on demand and surf on net at the same time, the cable TV service operators know they are out-of-date. When the big two Telcos (Chunghwa Telecom and Taiwan Mobile) simultaneously announce to be the leader in digital convergence field in 2007, they know they don’t just compete each other in telecom industry but they face many global competitors from other industries. And these competitors are also their alliance partners. So they have to take a totally different thinking way to create value innovation and build up business models. The thesis refers to the theories like industry value chain, value innovation, value net and business model. And it collects the news-clippings and public information of the big two Telcos dated from 2006/1/1 to 2010/11/30, and it also collects recent research reports or articles regarding the innovation of global internet players in digital convergent arena. Based on the theories and the collected data. The body of the analysis is from Chapter 4 to 6. In Chapter 4, it gives an overview and summary of the telecommunication industry and big two Telcos. It includes the market status, financial status, efforts for digital convergence and organization changes for each telco. In Chapter 5, the thesis defines seven types of innovation based on the industry value chain. They are content /application, solution, roaming, tariff, network system, device and channel. Based on the news of the big two Telcos in past five years, I summarize the value innovation changes, the business model components related to each innovation, and the matrix of seven innovation type mapping to nine business model components. In Chapter 6, the thesis starts from the traditional value net and then goes to the sophisticated value net for digital convergence players. In order to create the highest value for customers and itself in the sophisticated net, each player should think how to compete and cooperate with other players at the same time. The thesis gives an analysis framework in end of the chapter. In Chapter 7, I summarize the conclusions that echo to the questiones and analysis in the previous chapters. To sum up, I come out a matrix of value innovation mapping business model and a value net analysis framework. The former one provides Telcos a framework for value innovation in intra-industry value chain. The latter one provides Telcos a framework for value innovation in cross-industry value net by both competition and cooperation. Anyway, the thesis is just a starting point for value innovation and business model study in digital convergence, so some topics are recommended for reference or further study in the end of the thesis.