21世紀是數位化時代，網路傳播、數字電視、電子報刊、各種傳統媒體都進軍數位化市場。在科技的整合下，通訊、資訊、廣播已發展成為三位體，廣播不再是單一節目的音訊，透過數位媒介可以結合多媒體傳輸，DAB數位音訊廣播也演化成為DMB數位多媒體廣播，傳播高品質聲音並能傳輸影像、圖文等，替廣播帶來多元化的服務，數位廣播因此被稱為「看得到的聲音」”Visual Voice”或「豐富化聲音」” Rich Voice”。然而，國內數位廣播產業的發展已瀕臨絕境，業者紛紛棄收，唯一存活業者正奮力企盼找出活路。本研究經由對個案進行系統化分析，找出國外範例成功之關鍵因素，建立可能之營運模式，以供業者參考。 本研究以目前發展最為活絡之韓國DAB/DMB個案：T-DMB陣營與TU Media為探討個案，以波特五力分析找出其成關鍵因素，並藉此建立可能之營運模式與產業鏈。以此為基礎審視國內DAB數位廣播發展現況與唯一仍在運作的寶島新聲數位廣播為個案，找出其定位以及可能之營運模式。 本研究經由波特五力分析並歸納發現，韓國DAB/DMB個案：T-DMB陣營與TU Media成功關鍵因素包括：獨特內容、通路、合理價格、廣播訊號覆蓋率佳以及政策創造良好產業環境。其營運模式為跳脫原先廣播業者的定位，將自己定位為內容聚集商或平台營運商，結盟電信業、內容提供商、通路商、接收機製造商等成為一網絡關係系統，並且藉由電信業已架構完整之商務營運平台進行內容訂閱收費制度，開創新收入來源，廣播業者收入不僅限於廣告費。因之，以本研究之國內個案-寶島新聲數位廣播電台而言，其欲成功推展DAB數位廣播業務須借鏡韓國模式，重新定位，並擴大原網絡系統，與產業上下游相關業者，甚至於跨產業結盟。另一方面，政策也應重新定義數位廣播產業在國內數位化計劃的角色，找出適切之政策，以創造良好之產業環境。 / The 21st century is the digital age, the internet, the digital television, the electronic publication, traditional media is going digital. The “chips” changed out live. Under the digital convergence , the communication, the information, the broadcast have been converged. The DAB/DMB is based on the digital technology, and therefore can converged physically with the digitalized communications infrastructure . The digitalized broadcast are not only the voice programme , also multimedia which transmitting video, jpg files, text etc. Therefore, the DAB is called” Visual Voice” or “ Rich Voice”. However, our DAB broadcast industry is dying , the only operator , TNT DAB Radio Station which is the smallest DAB broadcaster is struggling to survival. In view of this, this research will focus on the South Korea cases :T-DMB league and TU Media which are the success model in the world. This research will analyze the business model, industry value chain, key success factors by Porter 5 force analysis and Competitive Advantage. Base on this, this research tries to find the success way of TNT DAB Radio Station. According to the service model of the T-DMB league and TU Media , this study discover the key success factors including unique content, distribution channels, affordable price, broadcast signal quality coverage and policy creating good industry environment. The T-DMB league and TU Media reposition and play the role of operator in the industry. Also they play the content aggregator. The T-DMB league and TU Media leverage to receiver manufactures, distribution channels and provide “Broadcasting and Communication Convergence Services”. The profit model is the content subscription and advertisement fee . Because of it, TNT DAB Radio Station should re-define the strategy- not broadcaster, should be service operator or content aggregator and build up the alliance. On the other hand, the government also should re-think the broadcast policy and create the good industrial environment.