匯流時代來臨，内容的流傳速度愈來愈快，資訊以即時的方式傳達到世界各地。流行音樂單曲長度大於為5分鐘，相較於其它娛樂商品，音樂本身沒有語言的隔閡，因此音樂在文化產業當中，最適合數位環境，也最容易進行全球化。從音樂產業角度來看，韓國偶像團體「Super Junior」與「少女時代（Girls’Generation）」跨越亞洲，席捲歐洲市場，可説是匯流時代的成功案例。 本研究試圖借鏡韓國音樂產業的案例，找出因應匯流時代的全球化策略與關鍵因素，提供給音樂產業者，也希望本研究能夠幫助台灣音樂產業更發揚光大。 本研究以匯流、全球化及價值鏈為基礎，藉由目前在亞洲市場令人矚目的「Super Junior」與「少女時代」的經紀公司「S. M. Entertainment」(以下簡稱S. M. )案例，去分析匯流時代所帶來的全球化策略與成功因素。主要的研究方法是藉由分析韓國學者與資深記者發表的各種相關研究論文、學術季刊、書籍、新聞、雜誌、網路、影片等，來回答本研究問題，同時也進行S. M.、韓國政府及記者的深度訪談，來彌補文獻資料所帶來的侷限。 從S. M. 的案例研究，發現S. M. 首先建立獨特的培訓系統及全球化策略Culture Technology，再長期投資内容研發與跨國合作，來提高内容的品質，也具備在全球市場上的競爭力；隨著新媒體的出現，S. M. 也積極應用各種手段，加速全球化的發展。另外，S. M. 採用OSMU（One source multi-use）方式進行事業多元化及跨產業合作，不斷發掘新的收入來源。本研究也發現台灣與韓國相似，有市場規模的限制以及有全球品牌智慧型手機的大環境；音樂產業以產製為中心，發掘能吸引全中華市場的歌手；以中國作爲目標市場等共同點。因此可考慮結合兩國的優勢為合作共識，攜手成爲亞洲最合適的合作夥伴。 / Digital convergence leads to a global transformation in entertainment industry. Comparing with films or other entertainment products, music takes the advantage of short performance time for international coverage. Also, music can overcome the language barriers and become popular in global cultural industry. In South Korea, the Super Junior and Girls' Generation are successful cases in the music industry. This study tries to analyze the reasons why these two pop idol groups can become a fashion. By reflecting the global strategies for music industry in the age of convergence, this research also tries to contribute to music industry in Taiwan. This research investigates a famous music company in South Korea, called “S. M. Entertainment”, the management company of Super Junior and Girls' Generation, examines its global strategies in the age of convergence. By interviewing S. M. Entertainment managers, the South Korea government agency and an entertainment journalist, this study gets deep interpretation for the globalization strategy of Korean music industry. Also, researcher collects secondary data by journal papers, books, newspapers, magazines, and films to triangulate the authenticity. This study comes up with a global sourcing framework for culture technology. By sourcing local talents and building a unique incubation system, S. M. Entertainment can keep a qualified talent pool. By cooperating with global music experts and investing in music content innovation, the company can reach outstanding music intelligence globally. By innovating business model, such as “One source multi-use” (OSMU), the company can discover new opportunities by cross boundary cooperation. Taiwan’s music industry is also constrained by the market scale as South Korea. However, Taiwan has competitive technology in smart phone and in other digital technology. By leveraging the advantages of S. M. Entertainment, Taiwan’s music industry may have great breakthrough in Mainland China. Also, it may be an important stage for Taiwan and South Korea to become strategic partners in Asia’s culture industry.

近年來因雲端運算(Cloud Computing)、智慧型行動載具(Smart handheld Device)等資訊與通訊技術的整合與匯流，再加上金融證券產業政策開放、國際化與自由化、證劵業在中國大陸發展的限制逐步鬆綁等諸多因素，原本各有自己領域的資訊服務廠商都開始磨拳擦掌，紛紛在手持式裝置上推出各種證券服務商品，這對過往在Ｂ２Ｃ領域獨佔鰲頭的E公司無異是最大的衝擊。 本研究將藉由探討E公司現行定位、分析因智慧型行動載具之演進，對金融資訊服務廠商所產生的市場改變、衝擊與競爭，進而找出新的市場商機、訂定新的市場定位與策略，期盼能為該公司發展再造藍海市場商機。 主要結論為：金融證券資訊服務產業已經是一紅海市場。為解決E公司面臨的產業困境，思考E公司未來發展走向，重新定位E公司的核心競爭力(Core Competence)，如何利用現有智慧型行動載具的特性化阻力為助力，在金融證券資訊服務產業這一片紅海中開闢新藍海。本研究將依據波特(Michael E. Porter)的五力分析及競爭論(On Competition)與洪順慶教授之新產品開發流程，提出新舊產品策略及商業模式(Business Model與Go-To-Market Model)的建議：  舊產品:運用該公司在證券資訊市場的領先地位，作業流程核心管理能力，通路優勢與客戶特性，為進入衰退期的既有產品(專業股票機)發展社群服務，增加老客戶黏著度，並搶食競爭對手市場，以延續該產品生命週期。  新產品:善用既有的雲端優勢及智慧型手持式裝置資通訊整合匯流與Web2.0的新技術，開發客製化(Tailor-Made)、主動揭露(Event Push、Calendar Push)，推出智慧的(Smart)、簡易的(Simple)、方便的(Convenience)的理財生活管家服務，開闢新藍海。 / During the past few years, the information service industry of the securities market has change hugely and the competition becomes more and more intensely, due to the opening and internationalization of the government industry policy and the rapid development of the ICT technology--includes cloud computing, evolution of mobile communication and smart handheld device, and ICT convergence…. Because of these changes, the information service vendors of the securities market have started penetrating their services into mobile device with low-price or price-free strategy. The impact to the E-Corp, the leading company with the B2C business model, is most fiercely. First, the study will analysize the change, impact and competition of the information service industry of the securities market, and will apply E-Corp as the case-study-company and probe the current positioning of E-Corp. Finally, the study will try to find out the new business opportunities for vendors, and will make suggestions on marketing repositioning and product development and business strategy to E-Corp. Exectuctive summary:The information service industry of securities market is a red ocean market. The study will utilzie the theories of Five-Force-Analysis (Michael E. Porter), Product Life Cycle (SC Horng, NCCU Taiwan), Core Competence (Gary Hamel & C.K. Parhalad), and will also think how to apply new technologies, such as cloud computing, smart handheld device, Web2.0,…to solve E-Corp dilemma and to help E-Corp to creat new blue ocean business and market. The suggestions are:  For current product: To extend the product life cycle. First, to apply the strength of the leading position in industry, channel strength and procedure management core competence to develop community network service to increase customers’ loyalty and to low down the rate of loss. Second, to seize the competitors’ customers.  For new product:Apply the strength of cloud computing the E-Corp has, and utilize ICT convergence and smart handheld devices, Web2.0 technologies to extend the service from securities to financial/wealth management service with the functional characters of event push/calendar driven, and smart/simple/convenience.

無線寬頻網路（Mobile Internet Broadband Network）的出現對於無線通訊產業、傳播媒體產業與影音內容產業產生了相當程度的影響，而數位化的科技發展更帶來通訊、傳播及平面媒體產業融合的可能性，無線寬頻影音串流（Mobile Internet Video Streaming）是一架構在此無線通訊媒體匯流後的新產物，透過觀察和分析它的演進發展，可以說明和解釋網路新媒體匯流造成傳統影音產業價值鏈的改變。 吾人將以無線通訊之影音播放技術之演進與發展，以及相對最先發生變化之影音產業經營環境，產生之影響，做產業價值鏈分析研究，進而了解產業經營環境之改變，新的價值創造流程及技術平台的關聯性。並藉由日本NTT DOCOMO之經驗，及對其供應商之觀察，了解台灣產業發展之可能趨勢，及策略建議藍圖。 本研究採P.W. Bane、S.P. Bradley & D.J. Collis (1998)三人提出之寬頻產業五層模式作為分析工具。五層模式分為內容(content)、包裝(package)、傳輸網路(transmission)、操作(manipulation) 及終端設備(terminal)五層架構。主要目的為以整體網路頻寬及技術演進的觀點進行分析五層間價值消長之關係，及整體網路之價值之改變。 我們發現在新的技術導入既有影音市場，由於網路之雙向特性，會產生網路效應及網路外部性，這些地方將產生新的價值所在，而擁有網路外部性的影音操作平台可獲得較高的價值。完整而消費者導向的影音操作平台，將首先累積產業之價值所在，影音操作平台的擁有者將成為產業的領導者，最終將成為標準的制定者。 影音內容的價值獲得來自網路外部性是經由更多人與內容來源(內容提供者)互動，造成下一次消費或其他使用者的外部性以及生產外部性，這樣的外部性是由虛擬連結產生．價值聚集於內容包裝層。 無線寬頻影音操作平台是服務成功的關鍵，有效的整合價值鏈及應用是必須在產業發展前完成，而完整的影音操作平台包含：內容製作壓縮平台、串流平台、訊息平台、及手機之用戶播放平台。 我們發現，新的技術導入市場，需要事先將價值鏈重新定義，整合出可行之新的商業模式，再依據新的價值鏈，新的服務流程去整合新的操作平台，投入服務後，由於是消費者導向的服務設計，可以降低消費者對新科技及新服務的學習門檻及進入障礙，而獲得市場認同。 / “Unlimited boundary & Ubiquitous content” Because of the improving the bandwidth & compression technology of mobile Internet, there are a very extremely industrial convergency in communication, broadcasting, & video audio content industry. There are several new technology including streaming, MPEG, multi media message, 3G which push the whole world going to a new Ubiquitous environment & totally change the old value chain of video audio industry, but we still have no ideal where it should go & what will happen next. We will try to research the technical evolution of video broadcasting which really influence our movie, TV industry. It will change the customer behavior of watching TV, or going to the movie. We especially want to find out where is the new value in the mobile Internet multi media industry. We will use the 5 liars analysis model of broadband industry (P.W. Bane、S.P. Bradley & D.J. Collis (1998))as our basic methodology to find out how the three vertical industries became a new 5 horizontal industries, which are content, package, transmission, manipulation, & terminal. We also want to know how they work internally & externally. We find that the video audio manipulation platform will become the key solution for this value chain, because of its network externality & network effect. The content providers also very important to provide the quality of contents to service the end customers. How to consolidate a new valuable services process & user friendly interface is the big issue here for whom will invest a large of money to creat the new mobile internet portal & new audio vedio manipulation platform. They must think not only the user interface of handset, but also the mechanism of profit sharing between these different providers who never work together in the history.

隨著網際網路的發展，使得現實生活中隨處可見全球資訊網的應用，也因此改革了原有商業經營的面貌，尤其在電信產業中，許多企業開始將實體的商店模式，帶到虛擬的網際網路中，使得網際網路上的電子商務發展隨之增高，並帶給企業史無前例的經濟發展機會。起初電子商務的發展焦點在於客戶與企業的互動關係，漸漸的延伸到企業對企業的相互支援，而商業流程管理與服務導向架構的崛起，也使得電子商務的發展焦點轉移至發展整合商業流程的電子化服務議題上，更希望藉此提供給客戶更多元化、有用的功能服務。 電子商務與其資訊發展技術一直以來被電信業者所重視（例如中華電信、新加坡電信及美國電信技術等公司），並且開始在網際網路上建置專屬的電子商務環境。雖然在這些世界級電信公司的資訊環境中，都有其專屬的營運支援系統，但都缺乏共同標準的架構與流程設計方法，因此電信管理論壇組織開始進行下一代的營運支援系統規劃，稱之為「下一代營運系統軟體」。有很多的研究中心及廠商也提供以下一代營運系統軟體為主的相關服務，並以服務導向架構為基礎來協助整合商業流程。 在過去企業都利用人工的方式來整合內部相關的服務功能，並透過各種資訊整合技術將相關的工作連接起來，但是此種整合曠日廢時，僅侷限在某些專屬服務範圍，倘若要增加其他加值性服務，將會耗費更多的成本與時間。企業應用系統整合的出現就是要解決此類的整合性問題，透過點對點的介面方式，將各應用系統或程式連接起來。隨著多樣性服務需求與多種異質性系統的增加，讓企業應用系統整合服務已不能符合企業所需，因此開始將商業流程與服務導向架構觀念引入企業應用系統整合服務之中，希望能建置一個以流程為主的服務。商業流程與服務導向架構都具備有系統間的彈性連接與雙向溝通能力，藉由其所提供的電子服務，使得應用程式間可以相互溝通。 為了要有效地強化商業流程管理與服務導向架構的優點，本研究將使用企業服務匯流排來與中間軟體作一有效的結合，並維持以流程為中心的服務，提供給企業應用整合系統，所有的電子化服務皆能透過此管道來相互溝通。 在本論文中，我們將展示一個新的研究架構、共同合作模式及共同合作層級來闡述此研究，並利用三個實例來說明與驗證此架構之可行性，且把焦點放在如何以新一代營運系統軟體標準為基礎來發展國際性電信公司所關心的敏捷性電子化服務之研究。 / The Internet’s widespread popularity and the ubiquity of the World Wide Web have revolutionized the face of business, especially in the telecommunication industry. Many enterprises have moved their place of business from the physical store to the virtual store on the Internet. Therefore, electronic commerce (e-commerce) has sprung up in this era and has provided enterprises of all sizes with unprecedented opportunities for economic growth. Initially, electronic commerce focused only on business-to-customer web interaction and on business-to-business web interaction. With the emergence of business process management and of service-oriented architecture, the focus has shifted to the development of electronic services (e-services) that integrate business processes and that diversify functionalities available to customers. The potential of electronic commerce and its information technology also has attracted some telecommunication corporations—for example, Chunghwa Telecom, Singtel Telecom, and AT&T. They have built their electronic commerce environment on the Internet, too. Most of these worldwide telecom corporations have many kinds of operations support systems (OSSs) in the backend environment. Hence, TeleManagement Forum (TMF) has started to consider the next generation of OSS which is called the New Generation Operations Systems and Software (NGOSS). There are also many vendors or research centers that consider how to provide the NGOSS-centric service to the users and to integrate the business process based on service-oriented architecture. Initially, enterprises had to manually integrate services so that they could work together. However, this integration required considerable time and cost, and it worked only for the specific services that were manually linked. Adding additional services required even more effort. And then, enterprise application integration (EAI) solved these kinds of problems by working via point-to-point interfaces. As enterprises use more applications to provide additional services, the amount of integration that various tasks require to have mushroomed and the system has become hard to maintain. In order to increase the performance of EAI, some enterprises have developed the concept of business process management and service-oriented architecture. The chief objective is to implement relevant process-centric services. Business process management and service-oriented architecture enable flexible connectivity and communication among applications by representing each as e-services that let applications communicate readily with one another. In order to effectively strengthen business process management’s and service-oriented architecture’s benefits, we use an enterprise service bus (ESB) that, by functioning as middleware glue, holds process-centric services together and allows for communication between enterprise applications. In this thesis, we present a research framework, a collaboration model, and a collaboration layers to describe the method. Then, we use several illustrations to explain the generality of our method, and we focus on how international telecom corporations have become to concern with the agility, the leanness, and the integration underlying e-services integration based on NGOSS.

從知識經濟到創意經濟，我們看到一個新的產業典範來臨，主導現階段經濟發展的正是創意，並且能不斷生成、運用、及永續發展。 創意經濟時代，創意產業以智慧財產權為核心，是文化與商業的結合，要真正形成產業，進而產生效益並創造產值，在產業價值鏈的建構、智慧財產的創造、保護、流通與運用等面向，需要進一步探討與落實。 電影產業是創意產業的火車頭，是十分複雜的綜合體，談到電影，一般人應該是直接想到好萊塢，最近幾年，印度寶萊塢與韓流可能也映入腦中，後臥虎藏龍時代，華語電影則迅速竄起，吸引各界目光。 惟典型的關於電影討論與研究，多集中於電影發展的歷史、電影類型、電影風格、電影導演或演員的藝術成就、以及電影市場展介紹等。 電影創造的過程是最複雜的創意管理，電影的保護、流通與運用的過程，更是最複雜的智慧財產權管理，透過電影產業價值鏈當中契約交易過程，將可作為經濟財的智慧財產權的價值極大化，並經由多元管道及平台重複運用，是一項繁複的產業化的跨領域整合。 近年來，我國開始逐漸重視智慧財產相關理論研究與實務運作，惟相當程度仍侷限於所謂高科技產業的適用，就型態、內涵、及營運模式迥異的創意產業，由於其本身具有不同邏輯的產業特性，是否或如何適用，或是如何創新，相關研究仍屬缺乏。 從智慧財產權的創造、保護、流通與運用的角度，深入探究創意產業當中的電影產業，必須先了解電影產業的發展歷史、現況、與趨勢，並應同時針對產業特性以及產業價值鏈進行分析，才能夠清楚探討電影產業的智慧財產權管理相關議題。 對於高度變動性、內部價值鍊密切結合、混合複雜的創意團隊或個人的電影產業，實則是由各類型的契約組成，因此，透過交易契約內容之審視，將是分析及了解現代化電影產業結構及發展的重要切入面向之一，也才能真正活化電影產業並促進發展。 具有現代商業概念及操作的管理機制，在電影產業中已經同等重要，這項具有創意性的管理，即是由電影製片所擔綱，電影製片就如同一位新創事業的創業家，要致力於如何將促成一部成功電影的所有必要元素統籌成一份專案事業計畫，促成投資者投資，籌募足夠資金，並協調創意人完成電影專案並推向市場。 面對文化與藝術的體驗性、創意工作者對其作品的高度重視性、創作的不可確定性、成本的變動性、消費者及市場的不可預測性等，本研究從經濟運作及市場交易法則切入，探討電影產業背景、發展趨勢、產業價值鏈、與產業特性，並以製片觀點，分析電影產業的智慧財產權管理與相關實務契約，將商業及管理概念導入文化創意產業當中，以形成具體的產業發展典型。 文末並提出研究與研究建議。 以創意產業中相對複雜的電影產業作為研究對象，本研究希望除了促成並強化電影產業本身商業與藝術結合的健全發展之外，也期望可以作為其他創意產業領域發展的重要典範。 尤其是，創意產業由於具有無體性特質及外溢效果，在流通與應用本即具有多元化面向與特質，不能以傳統意義上的單一產業視之，而是藉由跨越多個產業多樣平台的價值實現過程，將相關產業連結在一起，包括動畫電影、影視與數位內容、數位影音、數位典藏、行動應用、表演藝術、流行音樂、品牌授權、甚至文化創意園區發展、閒置空間再造、文化觀光、城市及國家行銷等，將是跨越領域與界線的融合。 / In the transition from a Knowledge-Based Economy to a Creative Economy, we see the advent of a new industry mode. What dominates present-day economic development is Creativity, which is able to be regenerated, applied and developed in a sustainable fashion. In the age of the creative economy, the creative industries are centered on intellectual property rights, and are a union of culture, art and commerce. In order for them to become real industries, generate profit and create output value, we need to further explore the establishment of an industry value chain, and create, protect, circulate and apply related intellectual property. The film industry is the driving force of all creative industries. Film is an extremely complicated synthesis. The process of making a film involves the most sophisticated creativity management expertise, while the process of protecting, circulating and utilizing a film requires the most complex intellectual property right management skills. Through the contract negotiation process within the film industry’s value chain, the value of intellectual property rights as economic goods are maximized. With multiple channels and repeated use of application platforms, film-making is a complex multidisciplinary integration process. In recent years, Taiwan has begun to pay more attention to the study of the theory and practice of intellectual property. However, this study has so far been limited to applications of the high-tech industries. With regards to the creative industries, whose forms, contents and operating modes are rather different from those of the high-tech industries, little study has been conducted due to their different industry characteristics. To investigate the film industry from the angle of creating, protecting, circulating and applying intellectual property rights, one needs to first understand the history, current status and trends of the film industry as well as analyze the industry’s characteristics and value chain before investigating issues concerning management of the industry’s intellectual property rights and revitalization of the industry. Modern-day business concepts and management mechanisms are equally important to the film industry. The producer is charged with this creative management task. The producer is like the entrepreneur of a newly established business, who endeavors to turn all the elements a successful film contains into a business plan, raise sufficient funds and coordinate efforts to complete the film and release it. From economic and market perspectives, this study examines the film industry’s historical background, trends, value chain and characteristics. In addition, from the producer’s viewpoint, the study analyzes the industry’s management of intellectual property rights and contracts, and introduces business and management concepts into creative industries in order to form a concrete industry development model. At the end of the study, it puts forward its research findings and suggestions for future research. With the film industry, a relatively complicated industry within the creative industries, as the subject, the study hopes to promote integration of commercial and artistic aspects, as well as aspiring to set an example for other creative industries. As a result of their intangible nature and spillover effects, the circulation and application of creative industries possess diverse facets and qualities and therefore cannot be viewed as a single industry from a traditional perspective. Rather, through a value realization process spanning several industries and a variety of platforms, relevant industries that include animated features, visual and digital content, digital videos, digital archives, mobile applications, performing arts, popular music, and brand authorization are linked. Creative industries even include development of cultural parks, rejuvenation of disused spaces, cultural tourism, and city and national marketing. They are a fusion of different fields and boundaries.

當您看到此份研究計畫書時，五分鐘內可能您的e-mail郵箱已湧進二十封垃圾郵件（通稱SPAM）。據Ferris Research指出，社會花費在圍堵垃圾郵件的成本開銷上一年高達一百億美元。而根據聯合國國際電信聯盟（International Telecommunication Union，ITU)統計， Spam每年更浪費全球各國250億美元。這個驚人的數據傳達出一個訊息：對多數人而言－聽到「You've Got Mail!」，已經不再是令人愉悅的聲音了。Spamhaus的調查報告顯示 ，台灣及HINET一直是垃圾郵件主要輸出來源，過去AOL曾封鎖由HINET 寄送的郵件，一度造成台灣HINET使用者相當大的困擾。隨著數位匯流（Digital Convergence）時代的來臨，除了Email Spam外，電話行銷、Mobile Spam、SMS簡訊SPAM及VoIP都是數位匯流時代下垃圾郵件客攻掠的戰場，而我國行政院所草擬之「濫發商業電子郵件管理條例」草案明文只規範垃圾「郵件」問題，而未及其它垃圾訊息，法律若未對此議題及早規範，可能草案還沒出立法院大門就已經被時代淘汰。 因此，本文欲針對數位時代下可能興起之垃圾訊息型態作全面性的檢討，以建構一更為完善的垃圾訊息法制已未雨綢繆。本文之研究方法如下： 第一，針對美國之垃圾訊息法制的內容與立法背景，進行比較法研究。台灣的濫發商業電子郵件管制條例草案，內容主要係參考美國法，但在若干立法例仍有所不同，例如於是否需要標示主旨欄（Subject Line Labeling）則有不同選擇。對此，筆者曾於在律師雜誌發表對美國聯邦貿易委員會（FTC）研究報告反對強制行銷業者寄送廣告信必需標示主旨欄的不同意見，且建議台灣的「濫發商業電子郵件管制條例」草案做相反規定 。此外，在處罰對象及門檻之設計亦大相逕庭，例如沒有刑罰規定。而在於規制主體上，我國草案的內容明文只限於垃圾『郵件』之規範，對於日益惡化的的新型態未經邀約的商業訊息，像是透過無線傳輸設備或是行動設備所接收的未經邀約之商業訊息等，草案並無法可管。因此，本文並將針對垃圾電子郵件以外的其它新興垃圾訊息法制進行說明與分析，以供未來立法及執法的參考。 再者，本文將藉由國內外的實務案例研究了解法律實際操作情況。因為台灣法律目尚前無法處理垃圾郵件這個新興法律問題，導致檢察官無法可用，之後通過草案亦可能會面臨到法律不足的問題，因此實有必要針對實際案例操作深入了解。 第三，本文擬就我國之「濫發商業電子郵件管理條例草案」內容進行通盤檢討，提出更符合數位匯流時代之法制架構，以更有效防堵垃圾訊息。美國史丹佛教授Dr. Dan Boneh在「the Difficulties of Tracing Spam Email」 一文中提及垃圾郵件客技術日新月異，防不勝防。可預見SPAM這個議題將隨著科技演進而日益嚴重。隨著數位匯流（Digital Convergence）時代的來臨，除了垃圾郵件外，電話行銷、行動簡訊（Mobile Spam）、簡短訊息服務SMS 及網路語音（Voice over Internet Protocal）、多媒體圖片訊息（MMS）都是數位匯流時代下垃圾郵件客攻掠的戰場，實有必要針對此些新興類型之Spam進行防範。 / Within the five minutes it takes for you to read this essay, your e-mail box may have already received 20 spam mails. Ferris Research has pointed out that the costs incurred to society in blocking spam has reached US$10 billion per year. And according to International Telecommunication Union (ITU), the annual global cost of spam is US$2.5 billion. These startling figures convey a bit of information: for most people, the message “You’ve got mail!” is no longer welcome.. Based on a survey conducted by Spamhaus, Taiwan is a leading source of spam messages. AOL once blocked all e-mail messages coming from Hinet, which at one blow caused huge difficulties for Taiwanese Internet users. With the coming of the Digital Convergence era, besides e-mail spam, new forms are emerging such as mobile spam, telemarketing calls, SMS messaging spam, and VoIP spam. The Digital Convergence era will provide all kinds of opportunities for spammers to attack. However, Taiwan’s draft Anti-UCE Act addresses only e-mail spam. If the law does not address the broader issue early on, it may be outmoded even before it is passed. The US remains the main source of reference for Taiwan in the area of technology law. Long ago, before the US enacted the “Can-Spam Act,” there was “Shiksaa.” I would like to do in-depth research on American cyber and technology law so I can develop a suitable legal solution to Taiwan’s very serious UCE problem, to reduce the losses to society and to business productivity that are caused by spam, to eliminate Taiwan’s bad reputation for being a main spam exporter, and to spur e-commerce development. My research project would be as follows. 1. To examine the inner traits of various SPAM regulation and do interdisciplinary research 2. Deploy case-based and comparative law study to gather practical material 3. Combine the research results from technology and law to contribute to the ultimate resolution of SPAM.