天下沒有白吃的午餐，但免費產品卻大行其道。創新的免費營運模式佔據我們生活的同時，多數研究還是以探討生產面或技術面之創新為主。因此，本研究希望能夠分類免費營運模式、探討企業如何利用免費定價模式營運、並探討企業提供免費產品的主要目的。 　　本研究利用內容分析法，蒐集各產業共計六十三個案，並以自營運模式版圖（business model canvas）衍伸出的六大分類變數：產業資訊特性、交換產品特性、贈送的產品屬性、贈送的單位成本、收費對象、與贈送產品的目的，將免費模式歸納成七大免費營運模式：直接交叉補貼、三方或雙邊市場、免費增值、非金錢市場、對企業免費、一開始免費、及累積而成的免費。 　　實務上，免費的七大模式可以混合利用，為了使企業能夠有效率的做免費模式的運用，本研究利用兩大面向與九大問題，製作出免費模式決策流程圖，以利企業在實務上做免費模式的選擇。 / Free products have become very popular these days but it is common sense that there is no free lunch. Innovative zero-pricing business model is happening everywhere but the major innovation research is about production innovation or technical innovation. Therefore, this study is to classify types of zero-pricing business model, to find out how enterprise survive with zero-pricing, and to explore why companies offer products for free. 　　With content analysis method, this study collects 63 cases of various industries, analyze these cases with 6 variables come from business model canvas, industrial characteristics, attributes of free products, consumer, and purpose for free products, and group into seven major zero-pricing business mode: direct cross-subsidy, ad-supported, freemium, gift economy, free to enterprise, free at first, and accumulated free. 　　In practice, enterprise can run business with mixed method. In order to help enterprise to fasten the efficiency of free business model decision-making, this study present a decision-making flow chart with two major phases and nine questions.

隨著電信技術的展進，台灣行動通訊已邁入3G，新進入者如威寶及亞太電信陸續加入產業以及94年10月台灣正式啟動行動電話號碼可攜服務後，繼過去2G業者激烈之競爭併購後，電信市場已進入到完全競爭之階段。但先進入者會有進入之優勢，相較於其他產業新進入者，電信產業之新進入門檻難度則是再度加高，新進電信業者如何進入市場與其相抗衡 ?為何這些新進業者先後都採用「網內互打免費」之定價策略做為其滲透市場及排除進入障礙以達成擴展用戶數之目標? 而此策略是否是最有效的競爭策略?對於既有業者、消費者以及行動市場之版圖之影響為何? 本研究就個案公司推出此策略後財務、業務變動、對既有競爭業者之影響、通路商及消費者之問卷調查，研究發現如下: 不是每間電信業者都適用「網內互打免費」之定價，但對於未達經濟規模之新進業者而言，卻是最佳及快速進入門檻之策略，也是對抗已擁有龐大用戶之既有業競爭者之最佳武器。 就個案公司在財務的構面與對既有競爭業者之影響比較下，發現個案公司採用此定價策略後，用戶數及營運狀況確實獲得大幅成長，而更早採用此策略之新業者亞太電信則早已提前損益轉正。而三大既有業者，也因此發生用戶轉移之現象，為因應客戶之流失紛紛推出類似但有限制之定價策略，形成電信市場最激烈之價格戰。另外，對於消費者而言，本研究問卷發現網內互打免費之電信費率價格可吸引七成以上之受訪者申辦以及對於電信業者間之用戶流動可產生高移轉力，由此顯示此策略確實為一有效之競爭策略，並且打破了過去行動電信業者所設計複雜、不合宜之資費制度，也是消費者所期望之資費結構定價，對大眾社會是一項很好之福利。 / The advancement of the telecommunication technology has propelled the Taiwanese mobile telecommunication into the 3G era. With new entrants such as VIBO Telecom and Asia Pacific Telecom joining industry, the 2005 Oct. implementation of number portability service, and the intense merger and acquisition activities among 2G service providers, the telecommunication market has become highly competitive. The incumbents in the industry will have advantages over the new entrants, and the entry barrier has become higher. How can a new entrant compete with the incumbents? Why did the new entrants use “On-Net Free Call” service plan to penetrate the market, to off-set the entry barrier, and to increase the number of users? Is this an effective strategy? How will this strategy affect the current service providers, consumers and how will it affect the market share? This research has studied the financial and sales impact of the company which has implemented the “On-Net Free Call” strategy. The questionnaire survey conducted with existing competitors, sale channels and consumers, has found that even though not every telecommunication companies is suited to apply the “On-Net Free Call” pricing strategy, it is the best strategy that can give the new entrants quickest way in to this industry. And it is also the best weapon against competitors who already have a large subscriber base. We compare the financial structure of the company implementing such price strategy with other competitors. We found the company using such pricing strategy has seen its customer base and revenue grown tremendously. Asia Pacific Telecom, which uses this strategy early, has already turned loss into profit. This strategy has caused customers to switch their operators and pushed other competitors to implement such strategy with limitation. As the result the intensive price competition in the telecommunication market has begun.Moreover, this study finds that the pricing of “On-Net Free Call” can attract 70% of the survey participants to apply and therefore increase the rate of transferring customer among telecommunication companies. We conclude that this strategy is an effective one and it also breaks away from the complex and the incompatible pricing structure. And most importantly, it creates a pricing scheme that is closer to consumer’s expectation and it is also a good welfare for the mass population and society.

本研究將繪本運用於成人華語的非正式課程（課外免費教學），旨在透過成人華語學習者對於繪本運用於成人華語文教學的看法及其學習成效，了解成人華語繪本教學的可行性。為達研究目的，本研究採用探索性的研究，以需求分析、課堂觀察記錄與焦點團體訪談為研究工具，蒐集研究資料，作為分析及討論問題的依據。本研究先針對臺灣北部某國立大學之華語文教學中心中級以上之外籍成人學習者發放需求調查問卷，之後以中級程度為限，於該華語中心開設「繪本學華語」免費課，並對修課之學習者進行焦點團體訪談，探討其對成人華語繪本教學的想法與意見。 經過研究實施與資料分析，歸結研究結果如下：（一）有趣又有助於學習者語言能力的繪本教學活動亦適用於成人華語學習者，可見繪本教學不只是兒童的專利；（二）繪本教學能為學習者帶來語言認知、情意上的助益，並彌補正規課程的不足；（三）繪本運用於成人華語教學時，繪本適合與否主要取決於「語言程度」、「繪本題材」與「圖片色彩與畫風」，其中又以「語言程度」最為重要，優先於另外兩者；而就主題而言，與「生活」及「文化」有關的內容最吸引學習者；（四）受限於免費課課程課時短少、分散，且對學習者缺乏約束力與強制力的特性，繪本教學在語言新知與技能提升方面的成效並不明顯，但可作為正規課的複習與輔助教材；（五）繪本運用於中級成人華語免費班教學所遭遇的主要困難為：難以找到與學習者語言程度相符的繪本、過於分散的課型易打斷繪本情節的連續性、免費班學習者語言程度不一。 最後根據調查結果提出華語文教學上的啟發與後續研究建議，以供華語文教學者在成人華語繪本教學方面的參考。 / This study applied picture books to an adult CSL free course, aiming to investigate adult CSL (Chinese as a second language) learners’ perspectives toward using picture books in adult CSL teaching, and the learning efficiency through picture book instruction. The research methods adopted in the study include needs analysis, classroom observations, and focus group interview. The participants of the study are intermediate-level students from a Chinese language center of a university in Northern Taiwan. The results of this study are (1) picture book instruction with interesting and language skill enhancing teaching activities suits adult CSL learners; (2) picture book instruction can benefit adult CSL learners both cognitively and affectively; (3) When using picture books to teach adult CSL learners, the main concerns are language difficulty, topic choice, and the style of pictures; (4) as the instruction time for the adult CSL free course is short and scattered, and it lacks the mandatory and binding force, such picture book instruction does not improve learners’ vocabulary and grammars significantly; however, it may serve as a good supplementary or review course; (5) the three major challenges for picture book adult free CSL course instruction are choices of picture book to suit learners’ needs, short and scattered instruction time, and learners’ various proficiency levels. Pedagogical implications and suggestions for further research are included in the end of the thesis

競選活動是民主政治的重要環節，透過競選活動以決定各政黨之實力與地位。在現代競選活動中又以電視競選廣告為最重要之宣傳管道 ，多數研究均指出，在所有競選花費中以電視競選廣告支出佔最多。究其原因，不外是電視廣告可在短時間之內，將動態訊息傳遞給廣大的選民，因此各陣營無不在電視競選廣告上投入大量費用。而電視競選廣告除了對選民訴求之外，為求其「綜效」之發揚，與「整合行銷傳播」之有效利用，電視競選廣告仍必須設法吸引新聞媒體與對手之注意與報導。 本研究透過內容分析法，瞭解新聞媒體與電視競選廣告之互動，試圖回應本研究目的： 一、三黨之競選廣告在媒體報導上有何差異？ 二、各報處理電視競選廣告之報導框架為何？ 研究發現： 一、民進黨「在怎麼野蠻」系列廣告成功主導該次選舉議題。 二、民進黨之負面攻擊廣告較能引起媒體之回應與追蹤，而國民黨之負面幽默廣告則是其較為成功之處，但國民黨在負面攻擊訴求的運用上則遠不如民進黨成功。 三、新聞媒體採取「二元對立」之報導框架。 四、「對手回應」對於競選廣告之報導量有重要之影響，亦即電視競選廣告欲引起媒體之注意必先引起對手之回應。 研究建議： 一、對於其有高度共識之議題，需著重議題之再包裝。 二、對於競選議題之設計需著重能引起對手之反應。 三、參選政黨必須讓自己成為對手唯一之對手，避免被新聞媒體邊緣化。 關鍵字：「在怎麼野蠻」、競選廣告、報導框架、議題設定、免費媒體

No description available.

Amazon於2007年推出了電子書專用閱讀器Kindle後，帶動了全球數位閱讀之風潮，與電子書產業的蓬勃發展。然而，隨著電子書產業發展至今，數位內容與電子書專用閱讀器分別面臨著各自的挑戰：數位內容具有高開發成本及近乎零元的再製成本之特性，使其可輕易地流通於網路空間中，而著作權人則不易從中獲得應得的版權收益；硬體部分，電子書專用閱讀器面臨平板電腦與智慧型手機的夾殺，導致其於銷售市場上較不如前兩者受消費者青睞。面對如此困境，電子書產業鏈上各角色之廠商該如何應對，並極大化收益。 本研究認為免費之商業模式將是可行辦法之一。係此，本研究透過分析「零元手機」以及「iPod」兩個不同類型的個案，找尋出各自於市場上如何以免費商業模式獲取成功之因素，並探討其於電子書產業中得否亦可以發揮效果，且該免費商業模式為何。 研究顯示，硬體為主要獲利來源，而免費提供數位內容之模式並無法成功運行於電子書產業，主因為硬體本身毛利並不足以補貼數位內容的虧損，且硬體與數位內容兩者之間互補性不強；反之，透過銷售數位內容獲利，而以免費電子書專用閱讀器以吸引消費者，盡而快速累積使用群體，此為較可行之免費商業模式。研究並指出，教育與商用市場將是未來電子書產業廠商可積極佈局之利基市場。 / After Amazon launched Kindle in 2007, digital reading became the spotlight of the world and the eBook industry has been growing vigorously. However, digital content and e-readers are facing their own challenge respectively: high development cost but low duplicating cost. It is easy to copy the files on the internet, but it is difficult for the copyright owners to retrieve the deserved profit; as for the hardware, e-reader is facing the keen competition of tablets and smart phones and is no longer attractive to customers on the market. Under these challenging circumstances, how can each entity on the supply chain of E-book industry react and maximize their profits? This research assumes that free business model would be one of the possible solutions. In this research, “iPod” and “Zero-Price Handset” are selected as two different types of case study. This research tries to figure out what the key successful factors are in these two cases and discusses how these factors can fit in the eBook industry and the possibility of creating success or achieving their goal. If the answer is positive, then what the business model would be? This research shows that “Free digital content, Hardware sales as profit source” model cannot work in eBook industry. The main reason would be that the net profit of hardware cannot compensate the shortage of free digital content. On the other hand, the net profit of selling digital content would definitely compensate the shortage of free hardware, because the sales of digital content are continuous instead of one-time sale. What is more, free hardware could attract more potential customer and accumulate a huge amount of customer base. This model would be one of the possible solutions. This research also points out that educational and commercial market are niche markets for eBook companies and they should set strategies aggressively base on that fact.

大眾應用軟體經營模式上，長久以來，一直以與電腦硬體搭配銷售或零售店盒裝式的軟體販售為主，盜版問題亦是許多軟體服務提供者心中的痛；然而，當未來網路服務品質更趨穩定，所有應用軟體程式皆可在線上操作執行時，勢必會一改所謂販賣套裝軟體獲利的傳統資訊市場的經營模式。 經由市場相關資訊、應用軟體個案的探討，本研究認為免費與付費式軟體服務將以不同的價值共存於市場機制中。免費式服務能有效爭取到消費者嘗試新產品服務的興趣，使軟體服務提供者在擁有相當使用量或使用族群同質性高的情況下，能藉由經營廣告平台、銷售週邊硬體產品、提供後續加值服務，或轉戰企業用戶市場等模式獲利；另一方面，在為了提升消費者合法使用軟體服務的動機之前提下，收費式軟體服務方面，業者廠商應根據其產品功能、了解消費者使用的目的，增加其選購軟體服務的彈性，可從產品功能、消費者、時間等聚集構面，彈性地依消費者使用軟體功能模組的程度、使用人數、使用時間的長短等設計合理的收費機制。 最後，本研究也建議消費者應轉變過去只想以免費方式全程享受軟體服務的觀念，了解到免費式軟體服務主要是提供一種嘗試，幫助了解該軟體服務是否滿足本身使用需求；而付費式軟體服務則是進一步提供一流暢的使用經驗，提供一套具備安全、整合、方便性、隨時可用性等客製化服務。 / The suite software package sold in retail shops or combined with the computer is the main and general business model in the application software market but at the same time piracy problem is very serious. Especially, when all software service could be operated smoothly on the Web, there should be some new business models against that situation. Gone through elaborating recent marketing researches and some case studies in the market, the study showed that both free and paid for software service would stand with different value in the market. Free is the best marketing strategy at the first step, which helps software service providers gathering mass use base effectively, and pushing some profit-making strategies (i.e. advertisement platform, value-added service). On the other hand, paid software service providers should break traditional suit style of software sale, and consider how to draw up a reasonable fee rule, which should include some important elements (i.e. consumer’s behavior, use frequency etc.) Finally, the study also recommended consumers that the free service is just a way to make them further understand whether this service content could meet their requirements. However, the paid service will bring them a more convenient digital life with superior quality.

隨著行動通訊貼圖的興盛與普及，其商業價值更被多數企業相中以作為軟性的品牌置入行銷溝通方式。透過與品牌相關的貼圖設計，將品牌訊息巧妙融合於貼圖中並吸引使用者成為品牌好友以下載使用，讓使用者彼此之間傳散達到短時間內累積龐大粉絲數之效益，更可能將使用者對品牌貼圖之好感度轉嫁到品牌上。因此，如何創造有效的品牌貼圖設計成為企業亟欲了解的課題。 根據過去研究之探究，可發現目前對於品牌貼圖行銷之效果衡量尚未具有量化的數據分析作為實際執行之參考依據，因此本研究將品牌免費貼圖行銷模式視為新型態之置入性行銷方式，整合品牌貼圖設計要素與虛擬代言人、置入性行銷文獻，擬訂一整合品牌貼圖設計之分類架構，以虛擬代言人產品相關性（高vs.低）、品牌露出顯著程度（高vs.低）、品牌置入貼圖情境整合程度（高vs.低）作為自變項，以2x2x2的三因子設計，在共八種不同的品牌貼圖置入設計下，以實驗法進行，並透過問卷調查使用者對其置入效果，以認知、情感、行為意圖效果作為依變數的測量。 研究結果顯示，虛擬代言人產品相關性為品牌貼圖置入設計之最關鍵影響要素，高度相關時其置入效果皆顯著，顯現品牌免費貼圖角色設計為首要優先考量，此時當品牌顯著露出時，更能提昇強化虛擬代言人產品相關之置入效果。而品牌置入貼圖情境整合程度僅體現於貼圖之背景，較難以吸引使用者注意，雖不具顯著影響效果，但與其他因素交互作用下能對認知效果產生顯著影響。而所有置入型式及其交互作用皆對使用者之認知效果產生顯著影響。 / With the popularity of mobile stickers, many companies begin to pay attention to LINE stickers’ marketing influences and consider them as new means of marketing placement. Brand-related stickers design, usually cute and interesting, makes brands attract users to download and use stickers so that brands naturally slip into users’ private conversation space. In this way, millions of users not only become fans of the brand, but also are fond of stickers and the brand itself. To maximize the stickers marketing benefits, how to design useful brand-related stickers is the crucial part. In this research, the experimental design is used to investing the marketing evaluation affected by sticker’s animated spokes-character design (brand-related vs. brand-unrelated), brand exposure (prominent vs. subtle), and context integration (integrated vs. non-integrated). Then, 2x2x2 factorial design is conducted and 8 different scenarios are created online. Questionnaire is set to find the product placement effectiveness including cognition, emotion and behavior. The result indicates that brand-related character design is the crucial factor in sticker’s placement effectiveness. This reflected that stickers use animated spokes-character to attract user’s notice, feelings, and behaviors. Besides, brand-related character and high brand exposure has the best effect. And other factors all influence cognition effect.

在2012年行動App有持續性的成長，主要成長動能來自於智慧型手機及平板市場的成長。根據國際數據公司IDC的報告與預測， 2012年智慧型手機出貨量將成長至約7億台，年成長率42%，平板出貨量將成長至10,740萬台，年成長率54%。在智慧行動裝置（智慧型手機、平板等）快速成長的帶動之下，行動App的市場規模亦越來越大， 根據IDC預估，全球行動App的下載數量將由2011年的300億次成長至2012年的733億次，成長率達143%。行動App營收來源不僅僅只有單次付費下載及App內付費兩種，還包括了訂閱、App內廣告或下載等其他方式。但是，其實App的獲利方式有很多種，只要讓消費者持續使用App，除了在App內提供服務讓消費者付費來獲利之外，還能透過App連結的廣大生態圈來尋找第三方付費甚至其他模式來獲得營收。 在App產業內，「免費下載」成為吸引消費者的常用方式，2012年免費App的下載數目已是付費App的10倍以上。因此本論文欲探討在免費App的產業競爭裡，App廠商如何透過「創新」來獲取價值，透過個案研究，欲研究的問題如下： 1. 廠商透過什麼樣創新的途徑在App市場裡競爭？ 2. 創新為消費者帶來了什麼樣的使用者體驗？ 3. 廠商若是能創造良好的使用者體驗，是否能由此持續獲取價值？ 透過國外成功個案的分析結果，發現廠商透過以下創新途徑在App市場內競爭：1. App技術創新；2. App服務創新，有以下方式，1) 將技術創新轉變或延伸為各式服務；2) 連到更大的夥伴網絡或生態系統，甚至創造自己的生態系，來重新設計服務價值鏈；3) 免費的商業模式，透過贈送最有價值的資源來培養用戶基礎，才有可能在商業模式上創新。廠商透過創新可帶給使用者的經驗如下：1. 創新的使用需求；2. 降低使用者的成本；3.連結其他服務的入口平台。而廠商創造良好的使用者體驗能持續獲取價值，並且在消費者使用過程中獲取利益的方式如下：1. 透過免費服務或產品與使用者產生連結；2. 不斷更新的服務或內容，讓使用者願意持續使用；3. 給予使用者自定功能的服務來互利雙方，若是使用者不用，此功能亦不會影響服務品質；4. 「無廣告」模式能創造良好的消費者體驗。App透過以上方式能增加使用者忠誠度，透過技術或服務創新能改變商業模式；而良好的使用者經驗的確能夠為廠商獲取價值，透過不斷的創新來幫助增加使用者經驗，透過服務鏈的延伸來改變商業模式，就有機會在使用者的使用過程中獲取價值。 進一步研究台灣廠商現況，透過個案分析發現台灣廠商目前在商業模式上較無創新，但是在技術創新與服務創新的模式上已逐漸累積經驗；台灣廠商對於產品開發的方式分成兩種：一種為產品項目上的連續創新，另一種則為單一產品的漸進式創新；雖然台灣廠商進入App產業的時間不久，但是經過兩年市場經驗的累積，已逐漸了解市場消費者需求，期望能進一步改變商業模式並且朝向國際化市場。 隨著智慧型手機及平板的普及化，只要消費者願意下載行動App至其智慧行動裝置上，此App就是消費者體驗其服務的入口，再加上設計製作行動App的技術及資金門檻不高，因此各家廠商皆在思考如何透過App強化其使用體驗並且進而獲利，前提建構在消費者「願意」下載並且「持續使用」App，因此透過免費下載的模式來增加消費者的下載及使用意願，「免費」使用降低了使用者的進入門檻，良好的使用者經驗更增加了消費者對此App及其服務的忠誠度；當越來越多消費者使用後形成的規模經濟，廠商就有機會經由商業模式的創新持續獲取價值並獲利。智慧型裝置改變了消費者對電子產品的使用方式，連帶創造行動App產業的興起，藉由行動App讓各家廠商拉近與消費者之間的距離，讓廠商渴望創新以吸引消費者目光，因此行動App生態圈的擴大與成熟指日可待。 / In 2012, mobile Apps markets continue to grow since the growth of smartphone market and tablet market. IDC forecasts smartphone shipment volumes will reach 700 million units with annual growth rate of 42% in 2012. And tablet shipment volume will reach 107 million units with annual growth rate of 54%. The market size of mobile Apps would become larger due to the rapid growth of smart mobile device (smartphones/tablets) market. According to IDC’s prediction, worldwide download numbers of mobile Apps grows at 143% year-over-year from 30 billion times in 2011 to 73 billion times in 2012. Revenue of mobile Apps comes from paid Apps but also from in-App advertisement, in-App purchase, subscription and so on. As long as consumers are willing to continue to use the App, the App vendor may make revenue from their customers by some creative business models but not limited to what we had mentioned above. In App market, the most popular way to catch consumers’ eye is “free download.” The download numbers of free Apps are ten times greater than paid Apps in 2012. Although free downloads attract many trial users, App vendors should focus on that how to make their customers re-open the App or continue using the App. Therefore, this theory would like to study on that how App vendors gain value via innovations in the free App competition. Base on case study research, we would like to study the following topics. 1. What kinds of innovations are created by vendors in the competition of App market? 2. What kinds of user experiences are created by the innovation? 3. How do vendors continue to gain value by the great user experiences? According to the analysis result, we have found that App venders have two kinds of innovations. One is technical innovation and the other one is service innovation. There are three kinds of methods for service innovation. 1) To transform or to stretch technical innovation to other services. 2) To connect with larger partner networks or ecosystems. Even to create own ecosystem to re-design service value chain. 3) Free business model – it is possible to have an innovation on business model by gifting customers the worthiest resources to gain customer base. Furthermore, customers can gain good user experience via innovations in the following ways. 1) Vendors should try to create new needs. 2) The App can reduce customers’ cost. 3) The App can be the entrance to connect other platform. Therefore, the methods to enhance user experience are as shown below. 1) To connect with customers by free services or free products. 2) To update contents or services continuously to raise customers’ willing-to-use. 3) To give customers customized services. If customers don’t use the service, it will not influence their user experiences. 4) “Non-advertising” can create wonderful user experiences. As a result, App vendors can earn customers’ loyalty according to given above. To sum up, App vendors win competition and change business model by technical innovation and service innovation that creates great user experiences and worthful value as well. If vendors can keep innovating to enhance user experience and can stretch service value chain to change business model, it is possible to capture value in the customers’ experiencing process. Lastly, we have studied current situation of Taiwanese App vendors and had found that Taiwanese vendors have no innovation on business model but have some experience on product innovation. There are two kinds of product innovation. One is continuous innovation and the other one is incremental innovation. Although Taiwanese vendors are still new comers in App market, they are finding out customers’ needs and wants. They are expected to have more innovations so that they can be seen in a global market. In conclusion, the App is the knocking brick of great mobile experience since most people have smart mobile devices with Apps. Further, designing an App is not a tough barrier. All vendors are thinking about how to enhance user experience and get revenue as well. Free download brings more customers and great user experiences make customers’ loyalty. If more and more customers join to a point of economies of scale, vendors will have chance to innovate and to make value sustainably. Smart mobile devices change users’ behavior and create the market of mobile Apps. Mobile apps make vendors and customers closer so that vendors eager innovations to catch customers. App market is expected to become mature in the near future.

隨著時代科技之進步，國有財產管理由圖簿管理邁向資訊化管理已行之有年，惟現今之財產管理系統僅能掌握地籍屬性資料及管理機關的產籍資料，單張地籍圖無法與土地使用現況等空間資料結合，以圖形顯示土地及建物的位置及其空間分佈的分析，並且隨時掌握最新異動情形，導致國有土地未能獲得有效管理運用，被占用情形屢見不鮮。 自從1960年代加拿大地理資訊系統（CGIS）開始運作至今，雖然已有50年之歷史，但在早期，主要工作平台均為價錢昂貴之工作站電腦，其軟硬體價位極高，只有政府或大型研究機構才能負擔，所以GIS始終定位在專業用途，小老百姓一直無緣享受到GIS的好處。不過在近十年來的發展，使用者介面及軟硬體功能均已有長足進步，目前國際標準組織（ISO）與OGC (Open Geospatial Consortium)分別致力於地理資訊系統相關標準制定，迄今已分別推出許多與地理資訊描述與應用之相關標準。且我國對於國土資訊系統（NGIS）之開發整合及流通亦已投注相當心力，種種跡象均顯示GIS之開發門檻已逐漸降低中，且其資料之流通性亦提昇許多，因此本研究將嘗試探討如何利用開放式地理資訊架構（OpenGIS）、免費軟體（Free Software）及開放源碼軟體（Open Source Software），結合Google Earth涵蓋廣闊之地理資源平台，用最經濟且符合實際需求之方式，以地籍圖、地形圖及現況照片，結合既有國有土地及建物的管理屬性資料及相關地理圖形資料，如臺灣基本圖及地形圖等，以GIS的圖形及地理分析功能，輔助國有土地及建物管理之運用。 / With the advance of technology, the management of the state-owned property has been shifted from using map and book to information-based management for some time. However, the property management system today can only get hold of the management of cadastral property information and property registration of producing agencies, yet the cadastral map is not able to integrate with the current land utilization and other spatial data to illustrate the location and to analyze spatial distribution of the lands or buildings. And the fact that cadastral maps cannot be updated in time to grasp the latest alterations has resulted in ineffective management and utilization of state-owned land and arbitrary occupation was not uncommon. It has been fifty years since the operation of the Canadian Geographic Information System (CGIS) in 1960s. However, in the early stage, the working platform were mainly expensive workstation computers, and the prices of hardware and software were so expensive that only the government or large research institutions could afford. Therefore, GIS had been used only for special purposes; the pubic had no access to enjoy the benefits of GIS. However, from the development of the past decade, user interface as well as the function of hardware and software has made a great progress. At present, International Organization for Standardization (ISO) and Open Geospatial Consortium (OGC) are separately dedicated to developing geographical information standards and they have launched many standards regarding the description and application of geographical information respectively. Much effort on the integration and the circulation of our National Geographic Information System (NGIS) sees that the threshold of GIS development has been reducing and its circulation of data also has considerably raised. Therefore, this research attempts to combine OpenGIS, Free Software and Open Source Software with Google Earth, a platform that covers a wide geographical resource, with the most economical and realistic approach to integrate cadastral maps, topographic maps and present-day photos with the data of land and building management, and related geospatial data such as base map and topographic maps, etc. By using graphics and geographic analysis functions of GIS, it can support the management of state-owned land and buildings.