從1G、2G到3G，行動通訊技術快速發展，以往單純的語音通訊服務，逐漸演變至資料傳輸、多媒體應用，行動服務日趨多元，「內容」在行動通訊服務中所扮演的角色愈加重要。是故，電信業者無不積極發展內容相關商品。然而，這類產品的開發往往牽涉到不同領域的專業（如美工、音樂、文化創意、科技、社會、政治等），因此，吾人可以預期這些廠商勢必需要藉用大量的外部資源才能適時地推出內容商品。 在目前的行動內容服務當中，由於手機鈴聲能彰顯與眾不同的個人特色，且越來越多手機支援播放數位音樂的功能，因此，行動音樂一直以來都是最受消費者歡迎的行動加值服務，也是各家電信業者除了語音通訊之外最大的營收來源之一。然而，過去的研究重點往往著重在電信產業相關業者發展策略、關鍵成功因素等策略層面的探討，對於行動加值服務新產品開發實務歷程的研究則較少著墨。故本研究針對我國電信業者行動加值服務的「新產品發展」進行研究，以行動音樂商品為例，試圖以較為整體性的架構，探討其新產品發展之相關議題，期能對於「外部導向的產品創新管理」方面，提供一些實務上與學理上的貢獻。 本研究之研究問題有四：1.我國電信業者發展行動加值服務的策略性資源為何？2.我國電信業者在行動加值服務發展過程當中的價值網絡為何？3.我國電信業者開發行動加值服務過程中，運用內外部資源的機制為何？4.我國電信業者行動加值服務的新產品策略與開發流程為何？ 透過深度訪談電信業者，並配合相關次級資料蒐集與整理，進行彙整及分析之後，本研究獲得以下之主要結論：1.就策略性資源而言，電信業者掌握行動音樂服務之通路。2.電信業者建構之策略性資源與原有資源具有相關性。3.就新產品發展策略而言，行動音樂發展重點仍在於「強化現有行動用戶忠誠度」。4.電信業者委外動機與型態會影響其新產品發展。 / From 1G, 2G to 3G, the technology of telecommunication developed rapidly. The voice communication service gradually evolved towards the data transmission and the multimedia application and the mobile content services become much more important and diversified than before. Accordingly, tele-operators develop content products actively. However, the development of these products involves with many kinds of knowledge, such as fine art, music, programming, etc. Thus, we would expect that the enterprises have to utilize external resources to develop products timely. Because many cell phones provide functions of digital music and ring tones can show forth users’ characteristics, therefore, the mobile music becomes one of the most popular service product. However, most of the past studies focused on strategy rather than new product development. Thus, we focus on the new product development of mobile value-added services in the research. The study aims to investigate the questions: 1. What are the strategic resources for developing mobile value-added services? 2. What is the value network to develop mobile value-added services? 3. What is the mechanism of utilizing external resources in the process of new product development? 4. What are the new product strategy and process of developing mobile value-added services? The study takes mobile music as an example to explore how tele-operators can accumulate enterprise resources and better utilize external resources for developing value-added services. This study applies the deep interview method of qualitative research and secondary data analysis to study tele-operators in Taiwan. The preliminary research findings include: 1.The major marketing purpose of tele-operators’ developing mobile music is to reinforce the loyalty of existing customers. 2. What tele-operators dominate in the mobile music business is the channel. 3. The new strategic resources which the tele-operators build in the mobile music business is highly related to those existed before. 4. What motivates tele-operators to outsource will affect their ways of new product development.

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

貿易向來為台灣經濟發展之重心，但近年來由於全球貿易自由化、台灣加入WTO、及科技進步帶來之資訊透明化及大陸市場之開放，在在威脅到貿易商之生存空間。在面對這些挑戰與威脅時，貿易商要如何創新經營模式，提升在交易中的附加價值，增強自我優勢，已成為現在重要議題之一。 本研究之主要研究對象為台灣中小型貿易商，並以Hamel經營模式為基礎，分析早期之貿易商經營模式，並歸結出其所面臨之挑戰與困境，進一步瞭解與探討未來貿易商唯有創新經營模式，轉型成為附加價值極大之服務提供者，才能永續經營，並以一成功個案來佐證本研究之主要論點。 因此，本研究以Hamel經營模式四構面歸納出：重新定位企業之核心策略、強化企業之策略性資產、鞏固既有顧客介面並適度拓展市場商機、在價值網絡中增加附加價值，才能使貿易商在艱困的環境中持續經營，並再造台灣貿易業之另一奇蹟。 / Trading companies are playing important roles in economical development in Taiwan. Because of liberalization of trade, advancement of technology, and many changes of internal and external economical construction, these factors made trading companies in Taiwan face more difficult environment recently. The most important issue for the trading companies in Taiwan is how to transform into the value-added service provider, innovate their business model and strengthen their competitive advantage. The research focuses on the small trading companies in Taiwan and is based on the theory of Hamel business model. We are trying to analyze early business models which were adopted by trading companies and find their challenges and difficulties. We conclude that the only way that trading companies can sustain in the difficult environment is to adopt innovative business models and transform into the value-added service provider. In the end of this research, we use one successful innovative business model case study to support the main argument. From the four dimension of Hamel business, we conclude that trading companies should reposition the core strategies, strengthen the strategic resources, maintain old customers and expand new markets and add value into the value network. In this way, trading companies can operate their business successfully and create other miracle of trading industry in Taiwan.

本研究旨在藉由Brandenburge & Nalebuff (1995)的『價值網絡』(Value Net)模型來探討企業之新創事業如何在所屬的『價值網絡』中，依其策略性定位採取與同一網絡中的其他價值競逐者或合作或競爭的合縱連橫，以遂行其為事業創造顧客價值之目的。 企業在其所屬事業的『價值網絡』中，或藉由靈活地調整自身策略定位，或藉由提昇自己的附加價值、壓抑對手的附加價值，或藉由改變競爭規則、競爭範疇等，以形塑其事業的競爭優勢。 研究發現，新創事業即使在『價值網絡』中具有相對於其它競爭者更不對稱的優勢，若無法為事業創造高於所投入成本的價值，並將所獲得的價值價格化，則所具備的是不具價值的優勢。亦即，新創事業若無獲利能力，則再好的事業構想、再好的商業模式，也無助於新創事業的超越失敗。 企業對於已難以超越失敗的新創事業之進退所採取的策略選擇，固然會受到客觀的退出障礙及理性的策略性考量影響；但，企業對於所屬事業前景的主觀看法及經營者的心理素質更會左右對事業殘局的評估及其因應策略的選擇。 經營具充滿不確定性風險的新創事業並非參加一場僅是一次行動的比賽。因此，企業除了要熟稔其事業在『價值網絡』的定位、靈活運用各項要素以遂行其創造顧客價值的優勢外；對於不如預期之新創事業，更應理性地面對事實及客觀地評估與選擇或進或退之策略，避免因無謂的資源消耗而陷入僵局；也避色因陷入僵局而使得企業失却其它再興的新局！

Evolution of the global economic system has significantly impacted on customer behaviors. The service economy era has accompanied rapid growth of the service industry. This work focuses on service innovation enhancement for cluster SMEs, which play important roles in the global economic system. These SMEs, which have specific knowledge and capabilities, are keys to improving customer service experiences. However, the entire service system has evolved, as have customer behaviors. In addition to understanding how service value is created, interactions between economic, social, and environmental systems during value creation are also crucial for the sustainable development of service industries. For service systems consisting of SMEs, the design of a value network for clustered SMEs still faces huge challenges in finding key value propositions and assessments for value creation. To assess service value, relationships, and customer feedback from both economic and social psychology perspectives, this research proposes a novel service ecosystem for value creation in service dominant logic and customer-driven and imagery-based value network design approach (CIVNDA) grounded in service dominant logic and image theory. The CIVNDA (1) provides a framework for designing and configuring a service value network that can identify the roles and value propositions of each partner; (2) provides a novel service imagery representation to characterize services of businesses from a customer psychological perspective; and (3) generates appropriate partners for specific cooperation goals and service journey designs. Due to the importance of information technology in service innovation, integration, and provision, this research also implements an ICT-based service platform—uVoyage using color image scale and metaphor theory. Tourism is selected as the study industry to evaluate the effects of the CIVNDA and the uVoyage service platform. Interview and focus group results (1) show that four different evolutionary stages of tourism SMEs exist when adapting to the current service economy era; (2) indicate how the CIVNDA and uVoyage platform facilitate value co-creation for tourism SMEs during different evolutionary stages; and (3) demonstrate how the features of service imagery differ from brand images and can be utilized to bridge gaps between product design and customer-driven service design. This research can contribute to our understanding of service system ecology and service value evaluation in service value network designs consisting of SMEs in the tourism, design, cultural, and creativity service industries. The proposed concept of service imagery also guides future innovative research and outcomes of service value network design.

本研究的主題是平台商業模式，研究的主要動機是近來不管是從SAP全球輔導過的各產業企業或是在EMBA探討過的無數個案中，發現一個成功企業都有一個共通的元素，就是它們都擁有一個優秀的商業模式，而進一步去檢視這些企業，發覺越來越多成功企業是以建立平台連結多方群體的平台式商業模式快速崛起，它們打破競爭的疆界，很多屬於傳統直線式產業鏈的企業因而紛紛敗下陣來。 鑑於研究者在剛出社會時曾經創過業，加上在外商的工作雖然收獲高於一般人，但總覺得為人作嫁且外商績效掛帥變動性大，因此有朝一日還是想要再次自行創業；加上此刻台灣的產業都面臨轉型，因而想利用這個論文來好好研究與探討這些平台企業的成功之道，歸結出實務建議供未來再次創業時參考，並提供給想轉型或發展平台商業模式的台灣企業參考！ 平台商業模式廣泛出現在各種產業中，受限於研究資源限制，本研究僅以電子商務為研究範圍，本研究選擇國內四家電子商務領導企業為個案研究對象，研究其成功的平台策略，及如何以平台為營運模式持續成長。另外，本研究也以商業模式圖（Business Model Canvas）來分析個案公司，探討其如何建立目標客戶群？如何建立營收模式？如何持續成長？最後，整合與分析其平台策略與商業模式的優劣，歸結出發展成功平台商業模式所應具備的資源與方法。本研究彙整結論如下： （一）找到存在於群體間尚未被滿足的需求，利用平台連接群體並建立互動機制，來提供價值與滿足需求並創造營收。 （二）建立完整的平台生態圈機制設計，讓平台本身與各邊群體成為關鍵資源。 （三）建立成長策略，持續以創新及創意來創造新的平台核心優勢來克服競爭與覆蓋威脅。 關鍵字：商業模式，平台策略，電子商務，創新擴散，價值網，網路效應，賽局理論。 / The theme of this research is to study the platform business model. The main motivation is the recent study whether counseling in each industry from the SAP global enterprise customers or EMBA explored in countless cases. The finding is that a successful business has one common element which they have a good business model. And further to examine these companies, most of the researches show that more and more successful companies have a significant and fast growth through platform business model that they build up a platform to connect multi-group. They break the boundaries of competition, so lots of the traditional linear chain companies have been defeated. Since the researcher used to start-up a company in earlier career stage. Also, although working in the global company has very good compensation compared with the local company. But always felt that work for others without profiting return and global vendor is pure performance driven with heavy pressure and dynamic change. So the researcher plans to re-start up the new business in the future. Besides, at the moment that all the Taiwan manufacture oriented companies are facing business transformation. Therefore want to take advantage of this thesis to investigate success of these platform companies. To conclude with best practice recommendations for reference once start-up a new company in the future. Also, provide reference for Taiwan companies that want to turn business transformation into platform business or start-up a new platform business. Platform business model is widely present in a variety of industries, subject to the limitations of research resources, this study only focus on the scope of E-commerce. This study chose four domestic leading E-commerce enterprise as a case study. Aim to study its successful platform strategy, and how to continue to grow with platform business model. In addition, this study also adopt the business model canvas to analyze the cases of companies that explore how to establish the target audience？How to build up revenue stream？How to continue to grow？Finally, consolidate and analyze the merits of its platform strategy and business model. And came out the must have resources and methods to develop a successful platform business model. This study aggregated the following conclusions: 1. To find out the unmet needs between the groups, take advantage of the interactive platform to connect groups and establish mechanisms to provide value to meet the demand and create revenue. 2. To establish an complete platform ecosystem with solid mechanisms. Let the platform itself and each side of the groups become the key resource. 3. To form a growth strategy, continue to equip innovation and creativity to create new core competence for a platform to overcome the threat of competition and coverage. Key Words：Business Model, Platform Strategy, E-Commerce, Innovation Diffusion, Value Net, Network Effect, Game Theory.

台灣的製造型企業目前正處於腹背受敵的窘境，先進國家之企業以巨資和科技應用優勢持續地擴大其市場空間，開發中國家之企業也運用其充沛的勞力資源而逐漸地擴充其規模，台灣製造型企業之生存空間因此受到嚴重的壓迫，為低毛利生產陷入了生產效率和成本導向之惡性競爭中。此時，台灣製造型企業所需要的是一套超越競爭的思考模式，而價值創造導向的策略思維正是破局而出的關鍵。它不依循過去的成功經驗，也不受制於競爭者之作為，反而聚焦於本身核心能力的延伸，使競爭與自己無關，並透過與顧客和關係夥伴合作、與自然環境和社會共生的方式，以及價值創造導向的組織轉型，來為企業開創全新的價值網域和生存空間。本論文提出顧客價值、企業價值、環境價值、社會價值等四種價值創造導向，配合變革三部曲的策略性再思考、組織轉型、變革管理等三項進程，來呈現日本製造型企業的價值創造導向之企業轉型內涵。企業可以顧客需求為思考點，提供整合性的解決方案，創造顧客價值；以關係夥伴的利益為考量，整合價值網絡的總體流程，創造無疆界事業，提升企業價值；以自然環境的長期發展為出發，創造環境價值；或以增添社會福祉為目標，創造社會價值。論文中的個案顯示，任何價值創造導向所產生的結果，最終都可以有利於企業本身；其中顧客價值應是價值創造的近程目標，而環境價值與社會價值的創造才是價值創造的長期根本。

摘要 組織乃社會網絡的一員，其必須正視後現代主義者對當今後現代社會的觀察，以及必須面臨的嚴苛挑戰! 本論文旨在探討後現代主義思潮對當代組織的影響與啟示為何?部分當代管理情境(或稱後現代情境)， 例如，追求一切可能性、對簡單之渴望、感性的思維、 不確定性、 快速變遷、不連續性、模糊、 無界限、解構、 去中間化、 片斷化、 以族群取代社會階級、 多元化、尊重差異、超現實、以及反宰制性規則等等，對當代組織(或稱後現代組織)現在或未來在策略擬定時的影響與啟示為何? 面對後現代情境及其挑戰 ， 後現代組織現在或未來對策略之再思考為何? 後現代組織未來可能適用之新的組織模式為何? 以及後現代組織對策略之再思考的實務作為為何? 本研究主要以文獻探討與次級資料檢索之檔案研究法為主，資料檢索的對象(含個案資料之來源)是以探討較高層次的概念性策略新思維為主。至於屬於研究輔助性質之個案部分，則以屬於營利性質之全球知名多國籍企業、由製造導向轉型為服務導向者、或者可印證本研究所探討之策略新思維者為主。 經由本探索研究後發現，面對後現代主義思維的衝擊，以及後現代管理情境的挑戰，組織應該重新檢視其前提假設、回歸策略本質、勾勒遠大的構想、開創新的價值曲線以避開面對面競爭、重新尋找組織在數位世界的價值定位與經營模式、專注核心、建立社群、培養廣義「顧客」----利害關係人之新的忠誠度、善用所有利害關係人的關係與優勢、 注重組織內外部的整合以及策略要素之間的整合與一致性、擺脫語言牢籠(規則)的束縛而賦予員工彈性、持續尋找任何強調彈性結構、網絡關係、溝通效率、以及民主化機制的組織模式或概念。 最後，對於全球的多國籍企業，本研究建議其必須在全球的產業分工體系之下，勾勒遠大的構想、開創新的價值曲線、發展世界級的核心能力、建立或主導某些內外部社群或電子企業社群、採行time pacing策略以穩健成長、強化跨產業或跨國之組織與策略整合的作為、時時檢視與修改任何宰制性的政策或規則、以及繼續尋找與試行任何可能且可行的組織模式或概念。 / Abstract Organizations that are parts of social network must take into account those issues discovered and criticized by Postmodernist and those severe challenges facing organizations. This dissertation tries to explore those impact and implications aroused by postmodernist for contemporary organizations, those contemporary scenario (postmodern scenario) facing organizations, such as in search of possibilities, in need of simplicity, sensuous thinking, indeterminacy, a rapidly changing environment, discontinuity, ambiguity, boundarylessness, borderless, deconstruction, disintermediation, fragmentation, social class replaced by tribes, diversity, apprizing difference or otherness, hyperreality, and against governing rules, that will affect the strategic planning of organizations at present or in the coming future. In addition, this dissertation also tries to explore that currently or in the coming future how organizations rethink their strategies while facing postmodern scenario and its rigorous challenges, what forms, models or concepts of organization design that organizations can apply, and those managerial practices that organizations have ever executed. The research methodology adopted by this dissertation is primarily literature review and secondary data exploration. The target data including cases are focused on those conceptual strategic thinking. Those cases that are mainly complement to this dissertation are those distinguished multinational corporations (MNC) that have ever been transformed from manufacturing-oriented to service-oriented, or are able to prove partial strategic thinking reviewed in the dissertation. In the face of those thinking impact stirred by postmodernist and challenges resulted from postmodern managerial scenario, this dissertation concludes that organizations should review and rethink their assumption for the world, revisit the essence of strategy, picture and propose the big ideas, create or explore new value curves to avoid cruel face-to-face competition, explore new value positions and business models in the digital world, focus and develop core businesses and competence, build and manage communities, cultivate new types of royalty for those stakeholders partnering with organizations, utilize the relationships with and advantages from stakeholders, emphasize and advocate internal and external organizational integration and consistence and alignment for strategies, free from the cage of language and empower employees, keep exploring those organizational models or concepts that advocate or propose flexibility, networks of people, efficiency of communication, and spirit of democracy. In conclusion, this dissertation suggests that under global industrial value chains, multinational corporations should picture and propose the big ideas, create and explore new value curves, develop best-in-world core competence, form or dominate some internal or external communities or e-business communities, adopt strategy of time pacing for sound and moderate growth, reinforce cross-industry or cross-nation integration for organizations and strategies, keep reviewing and modifying any governing policy or rules, and keep searching and experimenting any latest possible and feasible models or concepts of organization.