本論文由寬頻影音網站脈絡出發，並以整合行銷傳播理論視野切入，透過hiChannel北京奧運轉播的個案研究，析論利益關係者（stakeholders）、內容（content）、通路（channels）、資料庫行銷（database marketing）和結果（results）等研究者歸納的整合行銷傳播重要面向。 首先就利益關係者而言，除兼論本個案行銷傳播目標，並將其區分內、外部二類。hiChannel內部利益關係者，包括負責統籌協調新媒體平臺的中華電信奧運專案辦公室（OPO）、實際落實規劃執行的數據通信分公司（HiNet）、內容整合商愛爾達科技（ELTA），和銷售廣告的中華黃頁（hiPage）；外部利益關係者，則納入協助規劃執行「奧運特派員」活動的凱絡媒體、廣告主、目標閱聽眾、媒體，和三網聯播合作夥伴PChome與MSN。本論文發現，跨部門組織OPO確實賦予hiChannel適切定位，也使本個案發揮良好整合角色。 其次，研究者在內容面向共檢視行銷團隊的「可控制」（controlled）和「不可控制」（uncontrolled）二類訊息；但主要側重前者。透過業者深度訪談，及內容分析主要網站規劃、網路廣告等針對廣告主和閱聽眾的行銷傳播素材、各階段報紙報導和公關稿（press release），發現不論hiChannel的「全頻道、全賽事、免費收視」整體訴求，及特派員活動強調的「hiChannel陪你看奧運 聊運動」訊息主軸，大致均能符合執行和策略一致等整合意涵。 而在通路面向，則綜整本個案各階段側重的行銷傳播工具組合及其考量，其中奧運期間強調的網路社群操作，即和特派員活動連結；整體而言，個案確實掌握各行銷傳播工具優勢，並能透過不同組合運用，初步發揮互補的整合效果。 另本論文將資料庫行銷的概念區分為特定和廣義二者。其中特定定義，主要指結合直效行銷或關係管理的資料庫行銷；至於廣義則指，只要能運用資料庫而有助後續行銷傳播計畫的擬定、執行。研究發現，本論文個案因奧運議題知名度和目標閱聽眾均甚廣等特性，從而並無特定資料庫行銷運用的必要；僅初步透過資料庫掌握收視輪廓和族群，並據此訴求廣告主或調整策略。研究者認為，資料庫行銷不僅和產業特性、資料可得等執行的軟硬體基礎條件有關，更重要的似乎還是企業對資料庫行銷的認知，甚至運用的必要性等層面。 最後，本論文結合個案行銷傳播目標和各分析章節內容，並扣連學者提出的稽核、障礙和層級概念，共同檢視hiChannel北京奧運轉播的結果面向。研究者發現，本個案實具備良好的整合行銷傳播內涵，並至少符合較低層次的整合層級。 / This study aims to explore how the Integrated Marketing Communications (IMC) is applied to broadcast Beijing Olympic Games on hiChannel. The author, adopting case study methodology, tries to elucidate the context of webcasters and five significant pillars of IMC. These five distinct attributes are as follows: stakeholders, content, channels, database marketing and results. 9 depth interviews are conducted to understand how hiChannel planed and used the perspectives of five pillars of IMC. Also, via content analysis, all campaigning messages of on-line activities, the print media and press release are analyzed. The major concepts of each pillar of IMC are re-examined in this case study. The findings show that the team of hiChannel informs the controlled messages such as,“free to watch all channels, all games of Beijing Olympics” and “to watch and chat about all games of Beijing Olympics at the same time” to not only advertisers but target audience. Besides, the author finds that the team in order to accomplish the commercials, website page views and other what hiChannel desired in this case study, they conveyed both executional also strategic consistency through each channels, across all tools in substance, before and during the period of Beijing Olympic Games. Last but not least, the author also finds that because Olympic Games are renowned, and tend to attract broad target audience, there is no need for the application of database marketing. Moreover, this case study also leads us to rethink the use of database marketing and other four pillars of IMC according to industry characteristics and other qualifications.

自從網際網路與影音服務的匯流出現以後，透過寬頻網路來傳輸影音內容的寬頻影音網站也隨之出現，本研究所定義的寬頻影音匯聚網站指的乃是以入口網站形式呈現的影音網站，其功能為收集各個類別的影音內容，並透過收集大量的影音內容，以提供用戶完整且多樣化的影音娛樂服務。 目前包括電信公司、網路公司、掌握娛樂內容的電視台等不同產業領域的業者都紛紛投入寬頻影音市場中，導致寬頻影音產業內的競爭越來越激烈，自2004年開始，台灣寬頻影音市場更發生一系列的併購行為，許多業者也開始提供影音部落格、線上下載電影等多元的加值性服務以尋求競爭上的優勢。由於在數位化匯流的趨勢之下，產業競爭環境的不確定性也隨之增加，就資源基礎理論的角度來看，企業的經營乃是持久而執著的努力，唯有不斷的累積資源，才能形成不敗的競爭優勢，因此，本研究透過資源基礎觀點來檢視企業所擁有的核心資源，瞭解目前寬頻影音匯聚網站所擁有的核心資源為何，這些核心資源給予寬頻影音匯聚網站哪些競爭上的利基，以及寬頻影音匯聚網站應如何在市場之中發展或拓展其核心資源以形成競爭上的優勢。 在上述的問題意識下，本研究運用文獻分析法與深度訪談法探索台灣寬頻影音產業之生態與產業環境，找出目前寬頻影音匯聚網站之核心資源與其資源特性，並配合市場面、通道面、網絡面、鏈局面與消費面這五個市場競爭構面的考量，以瞭解寬頻影音匯聚網站在市場中如何增強或拓展其核心資源以形成或維持其競爭優勢。 在結合文獻分析與寬頻影音業者的訪談結果後，本研究除了針對各研究案例業者給予實務建議外，研究結論認為寬頻影音匯聚網站的核心資源為相互組合的概念，市場領導者的共有特質便是掌握了「頻寬」、「內容」、「技術」、「資金」與「財務管理能力」等重要性資源，各業者在經營上都十分注重於「品牌名聲」、「影音壓縮與串流處理能力」與「團隊與業務運作能力」等資源與能力的培養，未來各業者可再進一步加強「人際網絡的連結與整合能力」與「行銷經驗與能力」這兩方面的資源，以增加自身在市場上的競爭力。 / Websites used to deliver audio or video services through broadband are getting popular due to the convergence of internet and audio/video services. The definition of video aggregated webcasters in this research is the broadband audio/video streaming website that is presented by portal site. Its function includes collection of all sorts of different audio/video contents and provides their consumers more diversified and completed audio/video services. Recently the webcasting industry has become very competitive since there are more and more investors from all different industries investing in this market, including telecommunication and internet company, and some entertainment leading television stations. Since 2004, a series of merger and amalgamation started to rise in webcasting market in Taiwan. In order to build up more competitive advantages, some operators have also started to introduce video blogs and some other valued-added services such as providing users to download online movies. Because of the digital convergence, the uncertainty of this competitive environment has relatively increased. From the resource-based theory's point of view, making durable and constant effort is the most important principle the enterprise operations follow. The only way to maintain extremely strong competitive advantages is to acquire and accumulate resources continuously. Thus, this research examines enterprises’ core resources according to resource-based theory and identifies what kind of core resources the video aggregated webcasters has so far, what these core resources can offer these webcasters in terms of competitive advantages, and how to further develop the core resources in order to gain more market shares within this industry. In order to discuss above-mentioned concerns, this research applies document analysis and in-depth interview to explore the webcasting industry in Taiwan and discover the core resources and its characteristics for video aggregated webcasters nowadays. In addition, this research discusses how video aggregated webcasters can enhance or further improve its core resources in order to build up it’s competitive advantages in 5 different competition aspects of market structure, route, network, chain and consumption. After combining document analysis and in-depth interview, apart from providing some practical recommendations based on the researched cases, this research demonstrates that combination concept is the core resource of video aggregated webcasters. The common characteristics for the market leaders are highly skilled at some significant resources such as bandwidth, content, technique, capital and financial management capability. Lots of enterprises tend to emphasis on promoting their brands and reputations, audio/video compression and streaming capability and team and business executive capability. In the future, the operators can improve their interpersonal network and marketing experience and competence in order to advance their competitive advantages in the market.

Web2.0締造了許多創業神話與熱潮，但是往往能夠迅速火紅的網站鳳毛麟角，因此本研究以網際網路史以來使用者擴散最快的網站- YouTube做為核心個案，共12個研究個案，研究兩個問題： 1. YouTube使用者能迅速擴散、人氣起飛的原因為何？ 2. 類似的概念許多影音分享網站比YouTube先做、有的和YouTube同時做，為何是YouTube第一個吃下市場，而非所謂有先進者優勢的創新公司？網路是服務複製十分快速的產業，面對後起者的大企業挾金彈攻擊模仿，YouTube為何仍能屹立不搖？ 早在1997年，在頻寬成本都還很高的時候，ifilm就已經開始了線上影片上傳的服務，後續也推出免費上傳影片。Break(1998) 也以主打男性幽默，累積了很高的影片數量，然而當時相關環境卻還不成熟，部落格和線上相簿分享都不普遍。。在2003~ 2005年間，同時有Metacafe(2003)、Grouper(2004)、Sharkle(2004)、Vimeo (2004)、Veoh (2005)、Revver (2005)等影音分享網站各自以精緻影評、P2P、藝術取性、利潤共享等概念切入市場。從YouTube(2005.2)的成長可看到一段不斷嘗試錯誤的過程，從一開始主打美女影片概念、「你的數位儲藏庫」、「上傳、標籤並與世界分享你的影片」、最後出現富有Web2.0精神、彰顯自我的「Broadcast your self」，Slogan改了四次，使用者介面設計也有大幅的改變，程式上也對處理遽增的流量做了大量調整。 資源豐富的大公司Yahoo! 在面對YouTube的成長無所知覺，堅守影片搜尋，錯失先機；而Google雖然比YouTube早推出，但卻仍從搜尋出發，並且對使用者上傳有嚴格的限制，歷經轉型線上影片商店失敗，最後以16.5億美金收購YouTube收場(2006.11)。YouTube發展出「嵌入影片」的功能 (2005.6)，使用者以病毒式擴散，MySpace成為其流量的主要來源 (超過20%)，引發MySpace自家推出MySpace video (2006)，誓言複製一個YouTube。但YouTube腳步並未因為複製而停下，隨著創意影片越來越多，持續針對使用者需求開發新功能，不斷快速設計、測試與修改，YouTube是與使用者共同開發、一同成長，成為YouTube魅力所在。 本研究發現：（一）在嶄新的產業或原創的領域中，學習對象並非專家或權威，而是市場。對於願景的堅持，不斷的針對市場修改，才是持續成長的原因。（二）連結比產能重要，應同時啟動網絡效應與間接網路效應：找到巨人的肩膀，有效利用外部資源，專注自己的核心（三）網路產業複製迅速，先進者難有優勢。優勢來自於企業能夠快速跟上環境脈動的反應力和市場觀察力。並且從利基市場出發，與使用者共同演化完整商品（四）草根策略：大量試驗以聆聽使用者的聲音，速度比正確重要，追求「夠好」而非「最好」，培養能讓創新不斷生長出來的土壤。（五）如果不能有效的輸入知識，核心能力=核心僵固。 / “Web2.0” creates lots of entrepreneur legends and becomes a new trend. But only few of the Web 2.0 websites can grow and become very popular. Therefore, this study picks “YouTube”, the fastest growing website in the Internet history as its core case, and it includes 12 study subjects in total. The two research questions are listed below. 1. Why did YouTube grow so fast? 2. The concept of video sharing which YouTube provided appeared frequently. Some of the websites started their service first; some of them did similar things at the same time. Why not the other competitors who had first mover advantage could win, but YouTube won? One of the characteristics of Internet Industry is “easy to copy”. When facing the competition of big companies which duplicate their idea and attacked with abundant resources, why did YouTube still survive? Ifilm (1997) started its online video sharing business when the cost of bandwidth was still very high. And it served online videos for free afterwards. Break (1998) featured male’s humor, attracted a large number of videos. However, the related environment was not ready. Blog and online photo sharing were not popular at that time. In 2003 to 2005, lots of similar competitors such as Metacafe (2003), Grouper(2004), Sharkle(2004), Vimeo (2004), Veoh (2005), and Revver (2005) established. Some of them used P2P technology; some of them had great editor reviews, and the others provided revenue sharing model. On the other hand, YouTube’s growth came from continuous try-and-error. It failed to be a hotties video sharing website in the begining, and then tried to be “Your Digital Repository”, “Upload, Tag and Share Your Video Worldwide”, and now positions itself as a website for “broadcast yourself” which represents the spirit of Web 2.0. The slogan of YouTube has changed for four times, and the user interface has also changed dramatically. When facing increasing users and videos, YouTube tuned their program very often as well. Yahoo! lost the timing of catching up. Because it stayed in its core capability- search. Although Google video got online a little bit earlier than YouTube, it still started from video search. Moreover, the upload policy is too strict. Google ended up with acquiring YouTube for 1.65 billion dollars after the failure of operating an online video store (2006.11). YouTube developed “Embed” feature and caused a viral spread. MySpace became its main upstream (over 20%). That made myspace build its own “MySpace video” service and vowed to duplicate a similar service as YouTube. Neverthless, YouTube was not stopped by MySpace’s reaction. As creative videos became more and more, YouTube continued developing new features to fit users’ needs. It rapidly went through the cycle of “build-design-test”. Because YouTube grew with its users, co-development with the users became its charisma. The findings are as following. (1) In a developing industry or a new field, the gurus are not experts or authorities, but are the market audience. The insistency of vision and the will to change with the market are the reasons why YouTube continues to grow. (2) Both network effect and indirect network effect should start and be used simultaneous. Linkage is more important than productivity. Take advantage of external resourses efficiently; especially take advantages of those giants in the other industry. Concentrate on company’s own core capability. (3) Because duplication happens often in the Internet industry, the first mover advantage seldom exits. The real advantage is from the ability of quick reaction and deep consumer observation. (4) Grass strategy: using a large scale testing to hear the voices of consumers. The changing speed is more important then accuracy. Pursue “good enough” solution, not “the best” one. The formation of enterprise strategy is like growing grass. The point is keeping the soil fertile and keeping it free to grow. (5) Core capability will be core rigidity if one company can not input knowledge into its organization.

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.