台灣近年來傳統的音樂工業、影視娛樂業與廣播媒體業等產業正蓬勃發展，這些產業看似傳統，不像所謂「高科技產業」般大起大落，但隨著台灣文化資產的累積，這些所謂傳統產業卻逐漸形成一種新興的「文化創意產業」，若再將這些文化創意、創作的內容加以「數位化」，透過各種數位媒體通路加以傳播、付費收看收聽，便形成一種結合「內容」與「數位科技」的「數位內容加值服務產業」，若能有效將數位科技與文化內容的優勢充分結合，發揮綜效，台灣應有相當機會能在全球數位內容產業發展上佔有重要地位。 綜觀產業發展趨勢，可知數位內容產業在國內正不斷成長，而本文欲研究的「數位內容加值服務產業」為整體數位內容產業的一個子產業，概觀來說，數位內容加值服務產業便是將音樂、圖片、文字、影片等各式內容加以數位化，再透過寬頻網站、手機行動通訊、互動數位電視或Cable TV等三大電信與媒體通路來提供使用者各式加值服務的產業。科技先進大國中，國家資訊通訊高速公路NII均是由三大網路所組合，包括「電腦數據網路」、「無線電信網路」、「有線電視網路」三大網路，二十一世紀之3C產業將和三大網路結合，並對世界產生革命性的影響。 數位內容加值服務產業之市場主要可區分為三大市場，即寬頻影音網站市場、手機行動加值市場、互動數位電視市場。此三大市場中以寬頻影音網站發展最早也較為成熟。手機行動加值市場因MMS、Java download技術的創新，在近一兩年內開始成長，主要由遠傳、中華電信、台灣大哥大等五大電信公司與內容整合廠商合作經營，國內目前最大行動加值內容整合廠商即為滾石移動。至於互動電視與數位電視市場國內才剛起步，主要推動業者分為走ADSL系統的電信業者以及走Cable系統的有線電視業者， 因應整體產業價值鏈專業分工的需求，一種新興的角色：平台與內容整合廠商(Aggregator)也隨之誕生，在數位內容加值服務產業中扮演了非常關鍵的角色，然而國內幾乎沒有任何論文針對內容整合廠商之經營管理議題進行研究，因此本研究以內容整合廠商做為主要研究對象，並以下游合作電信系統廠商之研究加以比較。研究結果發現該產業中內容整合廠商與電信系統廠商實有密不可分之合作關係，而在經營策略與所需具備之核心能力方面各有其獨特之處。 以經營策略而言部份廠商選擇廣泛的進入三大市場，一方面增加獲利來源，一方面也可增加範疇經濟，有些廠商則選擇專注於某一塊市場，建立在該市場上的品牌地位與競爭優勢。而經營數位內容加值服務所需具備之核心能力，主要有三：(1)需有優秀的經營團隊與技術人才；(2)與上下游廠商建立密切合作關係並在平台系統上能相互整合；(3)擁有豐富影音內容，合作內容廠商廣泛。此外各廠商均有堅強的技術團隊，依據價值鏈地位與經營市場不同，建立自己獨特的數位內容管理系統及管理機制，此系統的功能通常包含內容本身的管理功能，以及與上下游廠商介接或提供使用者加值服務的功能模組，而像滾石移動的MASP系統更是一個多重接入的平台，能將電腦、行動通訊、電話三大系統整合於一套系統中。 跨足數位內容加值服務市場並非容易的事，要有足夠實力的技術人員開發內容管理系統，且依價值鏈不同地位要能與各大電信系統廠商建立合作關係，或是能整合上游唱片業、電視業、電影業、廣播業等內容來源，此外再加上擁有良好的專案管理能力，如此才能在此產業中長久經營，建立自己的競爭優勢。 本研究最後針對國內數位內容加值服務產業在寬頻影音、行動加值、數位互動電視三大市場的發展趨勢做一整理，並對政府機關、相關廠商提出具體之建議，期做為未來政府推動產業發展與業者投入產業經營之參考。 / An Exploratory Study on Business Management of Digital Content Aggregator:The Case of Digital Content Value-added Service Industry Advisor : Professor Paul C.B. Liu Author : C.H. Tsai Abstract The traditional musical industry, video entertainment industry, and broadcasting media industry in Taiwan are growing these years. Didn’t rise and fall violently like so called “high tech. companies”, these industries seem traditional and old-fashioned. Accompanies the accumulation of culture asset in Taiwan, however, these traditional industries gradually form a burgeoning “Creative Culture Industry”. If the cultural creativities and creative contents can be digitalized and been transmitted through variety of media with watching or listening fee, it becomes a new “Digital Content Value-added Service Industry” which is combined with “content” and “digitalization technology”. If we can integrate our digital technologies and rich cultural content efficiently to result in synergy, there is probably a big chance that Taiwan can play a major role of digital content industry in the world. Comprehensively surveying the trend of industry, we know the whole digital content industry is growing constantly. The “digital content value-added service industry” (DCVS) this thesis study on is a sub-industry of the whole digital content industry. Briefly speaking, the DCVS digitalize music, images, texts, videos, and any other types of contents, and provide variety value-added services to end users through three major telecommunication and media channels including broadband websites, cellular phones, and digital interactive TV or Cable TV. The DCVS can be divided to three major market segments including broadband website market, mobile valued-added market, and interactive digital TV market. Among these three markets the broadband website market is most mature. Since the technology innovation of MMS and Java Download, the mobile value-added market started growing in recent years. This market monopolized by Fareastone, CHT, TCC, etc. five major telecom companies and some aggregators. Rockmobile corp. is the largest content aggregator of mobile value-added market domestically. As regards to interactive digital TV market, it just grows up and set into action by ADSL and Cable modem operators. Resulting from the increasing demand of specialty division of the industrial value chain, an emerging “content aggregator” appears and plays a critical role in DCVS industry. However, there is seldom thesis study on the issue of the operation and management of aggregator companies. Therefore, in this thesis, we choose aggregators as the major study object and compare with the study of its cooperative telecom companies. In our study, we found out the aggregator and telecom companies have a very tight cooperation relationship, but each has their special operation strategies and core capabilities. As regarding to the business strategy, most companies choose to enter the three major markets extensively. On one hand, it can increase the source of revenue; on the other hand, it can develop a scope economy. Some others choose to focus on only one market in order to build its brand status and competitive advantages. There are three significant core capabilities on operation of DCVS: (1) excellent business and technology group. (2) Building a well relationship with vertical cooperative companies and a platform which can integration with other’s system. (3) Have numerous video contents and a lot of cooperation content providers. Besides, each company has its great tech. group and builds a special digital content management system according to its position of value chain and its market segments. It’s very tough to survive in DCVS market, and a company should have a great tech. group to develop their content management system. In additional, it should build a well relationship with each telecom companies or integrate the popular record industry, TV industry, movie industry, broadcasting industry, etc. according to its position in value chain and should have great project management ability. Hence, it can operate permanently and build it own competitive advantage. Finally, this thesis point out the trend of DCVS industry in three major markets and also gives some concrete suggestions to our government and the related companies. Hope it can be a reference for government to advance the industry and for business operation of related companies.