以Web 2.0 模式經營的網站正飛快的成長，這些經營者巧妙地引進外部的開發能力，與顧客或企業夥伴共創價值的商業模式非常值得深究。但國內的學術理論針對Web2.0商業模式發表的論文並不多，對於價值共創的商業模式了解有限，本研究整理並分析實際案例中關於Web2.0價值共創的商業模式的資訊，希望能夠針對價值共創的商業模式提供更系統化的解釋。 本研究架構分為兩個構面，分別為商業模式的解構及分析價值網絡中的價值交換，希望進一步探討的問題如下: 1. Web2.0價值共創的商業模式對參與的顧客和企業夥伴產生甚麼樣的價值? 如何吸引顧客與企業夥伴加入共創? 2. 能夠與顧客或企業夥伴共創價值的Web2.0商業模式中需要具備哪些要素? 3. Web2.0價值共創的商業模式如何創造營收? 本研究結合文獻探討及此研究的目的，獲得以下研究結論: 1. 參與共創為顧客帶來無形價值的滿足，為企業夥伴帶來直接收益或是間接轉移價值的機會; 經營者應維護顧客參與創作的園地，重視社群間互動的基礎滿足感，並且為企業夥伴舖設可以擷取利潤或轉移價值的管道。 2. Web2.0價值共創的商業模式，首先應具備4個基礎架構的建設，分別是(1)共創平台的建立(2)參與規則的建立(3)持續滿足顧客經驗的能力(4)企業夥伴價值轉移的機制。 3. Web2.0價值共創的商業模式中，經由「免付費服務」吸引人潮或潛在顧客加入共創，在營收模式上運用到免費增值的商業模式，藉由一部分的會員付費購買增值的附加商品或訂購產品來營利，或者是藉由第三方廣告商付費的模式，由廣告商付費給經營者以獲取營收。而部分網站經營者會透過發行虛擬貨幣，作為網站交易的媒介，透過參與活動累積虛擬貨幣，類似航空公司的飛行里程獎勵，可以提升會員的忠誠度。 / Websites managed via the Web 2.0 model are currently growing quickly,These managers have delicately introduced external developmental abilities, and the business model that works with clients and corporate partners to create value. However, there are very few domestic researches on the academic theories concerning the Web2.0 business model, and there is limited understanding for the business model of value co-creation. This study organizes and analyzes the information on business models with Web2.0 value co-creation in case study, in order to provide a more systematic explanation for value co-creation business models. The framework of this study is divided into two aspects, which are the deconstruction of business model and analysis of value exchange in the value network. The questions to be explored are as follows: 1. What kind of value does the business model of Web2.0 value co-creation create for participating customers and corporate partners? How to attract customers and corporate partners to participate in co-creation? 2. What are the crucial elements in Web2.0 business models that can co-create value with customers and corporate partners? 3. How does the business model of Web2.0 value co-creation create profit? To the above purposes, this study conducted literature review and acquired the following conclusions: 1. Participation in co-creation provides customers with the intangible value of satisfaction, and brings direct profit or opportunities for indirect transfer of value for corporate partners. Managers should protect the environment for customers to participate in creation, emphasize the basic satisfaction of interaction among social networks, and create channels for corporate partners to gain profits or to transfer value. 2. The business model of Web2.0 value co-creation should have four basic infrastructure established, which are (1) establishment of co-creation platform; (2) establishment of participation rules; (3) the ability to continuously satisfy customer experiences; and (4) mechanisms for value transfer for corporate partners. 3. In the business model of Web2.0 value co-creation, “free services” are used to attract people or potential customers to participate in co-creation, and the operational model utilizes a free value-added business model, in which profit is produced when some members pay to buy value-added products or order products, or when a third-party advertiser pays managers. Some website managers would issue virtual currency as a medium for website transactions. Participation in events accumulates virtual currency which can be used to enhance member loyalty.

2006年第四季我國行動總用戶數已達2324萬戶，行動上網用戶則達914.7萬戶，其中PHS與3G數據用戶已達462萬戶，首度超過GPRS的用戶，佔整體行動網路用戶比率51％。目前我國行動上網用戶佔行動總用戶數之39.34%，但行動加值服務卻只佔行動通訊業者營收的5%~10%，相較於日本NTT DoCoMo 2006年行動數據服務營收占整體行動通訊營收的29%，我國行動加值服務仍有許多值得開發的市場潛能。 由於國內先前對於行動加值服務相關領域的研究主要集中在市場面與使用者面向的研究為主，較少電信服務業者角度出發，進行服務創新模式與價值網路的研究。因此引發本研究對此研究主題的興趣，希望能透過本研究探討行動加值服務產業的服務創新與價值網路，對電信服務業者提出產業策略建議，進而創造出良性循環的產業發展環境，提昇我國行動加值服務市場的發展。 本研究針對下列問題進行研究：行動加值服務產業是否存在創新模式，這些創新模式有幾種類型？行動加值服務創新模式的創新驅動因子有哪些，這些因子彼此的驅動形式又有哪些？行動加值服務創新驅動模式是否存在產業的價值網路，網路裡的價值交換有哪些形式？如何交換？從創新模式與價值分析的結論中，電信業者能否找到可以協助產業創新和產生良性循環的經營策略？ 進而獲得下列研究結論： 1. 行動加值服務的三構面創新程度愈高，服務創新成果愈佳。 2. 組織調整、通路建置與行銷活動的配合有助於服務構面創新。 3. 行動加值服務創新驅動因子在創新過程中所扮演的角色不同，也影響了創新發展的形式。 4. 行動加值服務產業的價值網路包含電信業者本身、競爭電信業者、使用者、設備供應商、內容供應商、手機通路商、手機製造商等角色。 5. 行動加值服務產業具有良性循環的價值網路。 6. 行動加值服務的價值交換的形式包含經濟價值、整合價值與無性價值交換。 並進而對電信服務業者提出下列方向建議： 1. 電信服務業者與使用者之間。 2. 電信服務業者與服務供應商之間。 3. 電信服務業者與互補廠商之間。 4. 電信服務業者與其他電信服務業者之間。 5. 電信服務業者本身。 關鍵字：行動加值服務、服務創新、創新驅動因子、價值網路、價值交換 / According to the report by NCC (National Communication Commission of Taiwan), the number of mobile subscribers in Taiwan had reached 23.24 million at the end of 2006, and the amount of PHS and 3G subscribers was 4.62 million, which reached more than 51% of the total mobile internet users (9.147 million). As 39.34% mobile subscribers use mobile internet services, only 5~10% revenue of mobile operators came from mobile value-added services. Compared with NTT DoCoMo’s mobile service (which had) contributed 29% of the revenue in 2006, there is still a lot of room for mobile operators in Taiwan to improve their value-added services. Former researches in mobile value-added industry were mostly focused on the market and customer facets, and fewer on service innovation and value network from operator’s view. This research attempts to study service innovation model and value network of mobile value-added services industry, and tries to provide suggestions of industry strategy for telecom operators. In recent years, much research has been focused on customer demand of mobile value-added services industry; few have majored in service innovation and value network from operator’s view. Therefore this research attempts to study service innovation model and value network of mobile value-added services industry, and tries to provide suggestions of industry strategy for telecom operators. The focus of this study is to answer the following research questions: 1. Are there any innovation models in mobile value-added services industry? What patterns of service innovation are there? 2. What actors are there in those innovation patterns? And how about their roles in the innovation processes? 3. Are there any value networks of industry in the mobile value-added services innovation patterns? What categories of values being exchanged are there in the value network? And how do they be exchanged? 4. From the above results, Could telecom operator find out new strategies of services innovation and virtuous circle for mobile value-added services industry, which from results of above researches? The results are concluded as followings: 1. There are positive correlations between innovation degree of the four dimension model and service innovation results. The higher innovation degree of the four dimension model is, the better the service innovation results. The more innovative the four dimension model is, the better the service innovation results. 2. Coordination of organization development, distribution installation and marketing events serves for service innovation. 3. Innovation actors of mobile value-added services, who play different roles in innovation processes cause different innovation patterns. 4. Roles of the value network in mobile value-added services industry include telecom operators and their competitors, mobile users, telecom vendors, content providers, cellular phone distributors and cellular phone manufacturers, etc. 5. These are virtuous circles in the value network of mobile value-added services industry. 6. Exchange items in the value network of mobile value-added services are including economical value, integrated value and intangible value. The exchanges in the value network of mobile value-added services include economical value, integrated value and intangible value. Some further suggestions on strategies are proposed for telecom operator: 1. Telecom operator and mobile users. 2. Telecom operator and content providers. 3. Telecom operator and complementors. 4. Telecom operator and other telecom operators. 5. For telecom operator itself. Key words：Mobile value-added service, service innovation, innovation patterns, value network, value exchange