地震早期預警系統的創新商業模式－以H新創公司為例

Abstract

在地震頻繁的地區，地震預警系統具備極高的社會價值與潛在商業可能。尤其在地震帶上的國家（例如環太平洋如日本、台灣、美國、紐、澳、中南美洲、東南亞、以及中國、南亞、中亞、東歐等地），這些地區地震災害頻繁且人口密集，對快速且可靠的地震預警需求明確，需求潛在度高。然而，由於地震屬於低頻高風險事件，民眾普遍缺乏付費意願，加上現有政府預警系統的存在，使得民間地震預警新創面臨商業化挑戰。 根據Zizmos、SkyAlert、Grillo、Yurekuru Call等新創公司的案例可知，多數團隊採取多元商業模式，如硬體設備銷售、訂閱制App、企業防災方案、政府專案合作、以及地震大數據授權服務等。其中，SkyAlert藉由發展企業用戶，發展出穩定的營收模式，而Grillo則透過開源硬體與國際合作拓展市場。這些案例顯示，地震預警若要具備商業可行性，必須結合公益性、在地災防需求與跨產業整合。 H公司作為新創團隊，擁有自主研發的低成本、可快速布建的地震預警技術與國際專利，已具備技術競爭優勢。營運初期建議以B2C為起點以App推廣建立基本用戶群建立口碑，將來以B2B和B2G為主軸，服務企業與政府防災需求，搭配，並發展地震數據應用作為中長期收益來源。同時，在營運基礎方面，建構密度足夠的感測網路、持續優化平台與演算法、建立策略合作夥伴，將是推動商業模式永續的關鍵。 總結而言，地震預警雖具高技術門檻與市場挑戰，但透過策略定位與多元營收組合，仍是可開創具規模與社會價值並存的創業機會。

In regions with frequent seismic activity, earthquake early warning （EEW） systems hold significant social value and considerable commercial potential. In particular, countries located along seismic belts—such as those in the Pacific Ring of Fire （including Japan, Taiwan, the United States, New Zealand, Australia, Latin America, Southeast Asia）, as well as China, South Asia, Central Asia, and Eastern Europe—are highly prone to earthquakes and have dense populations, making the demand for fast and reliable EEW systems both clear and urgent. However, because earthquakes are low-frequency but high-risk events, the general public tends to lack willingness to pay. The existence of government-run early warning systems further poses commercialization challenges for private EEW startups. Case studies of EEW startups such as Zizmos, SkyAlert, Grillo, and Yurekuru Call reveal that most teams adopt diversified business models, including hardware device sales, subscription-based apps, enterprise disaster prevention solutions, government project collaborations, and earthquake big data licensing. For example, SkyAlert has developed a stable revenue stream by targeting enterprise users, while Grillo has expanded its market through open-source hardware and international partnerships. These cases demonstrate that for EEW to be commercially viable, it must integrate public good, local disaster prevention needs, and cross-industry collaboration. H Company, as a new startup, possesses independently developed EEW technology that is low-cost and quick to deploy, along with international patents—providing a clear technical competitive edge. In the early stages, it is recommended that the company begin with a B2C strategy by promoting its app to establish a user base and positive brand reputation. In the long term, the company should shift its focus to B2B and B2G models, providing disaster prevention services to enterprises and governments, while also developing earthquake data applications as a medium- to long-term revenue source. Operationally, building a sensor network with sufficient density, continuously optimizing the platform and algorithms, and forming strategic partnerships will be key to sustaining the business model. In conclusion, although EEW involves high technical barriers and market challenges, strategic positioning and a diversified revenue structure can create an entrepreneurial opportunity that balances scale with social impact.