數位電視（Digital TV，DTV）是指一種把影像、語音等聲光的類比訊號換成數位訊號，然後傳遞至視聽消費者端之電視技術。它也可以代表一種能夠接收上述數位訊號、並且無失真地還原成和送出時相同品質的一種電視產品。由於數位電視具有高品質的影像、音響效果，同時提供具附加價值的資訊服務，如透過數據、電子節目表單、在家購物等方式，可帶動旅遊、交通、娛樂、文化產業的發展，對於台灣中長期民生與科技發展極為重要。 各國關閉類比電視頻道的時間已近，產經分析人士咸信未來數年內各國的消費者都將面臨換機或是增購訊號轉換器的處境，因而引發龐大商業機會。由於數位電視市場可望能為台灣平面顯示器產業延長榮景，且其所帶動週邊如STB、以及家用或車用電器、數位內容產業等，創造大量就業人口，在台灣進入另一波數位革命的階段的起點時，它具有極高探討價值。此外，由於積極加入此領域的廠商數目繁多，而數位電視既是充滿機會、又充滿技術與規格艱難險阻的產業，究竟是具備如何條件、訂定怎樣的目標、運用甚麼策略的企業，才能在這個國際化的產品市場上佔有一席之地，是本論文援用大量數據並深入分析的重點。 從本研究所收集資料來分析可以發現，普騰電子以衍生成數家獨立事業群之策略，成功發揮品牌與代工交替運行之優勢，精準掌握電視產品與車用影音電子產品，在台灣形成一種具有特色之企業生存之道。普騰在延續過去技術基礎與成功模式的同時，兩岸與全球之競爭態勢已非同日而語，因此建議其適度放棄非核心家電，進攻利基型如車用數位影音與數位看板之產品，以儘早達成產業升級之目標。 / Digital Television (DTV) is the apparatus and technology that may convert analog video and audio to digital signals and send them to television viewers. It is also a type of display device that may present the image with high fidelity to the original recorded data. With the high quality on image and audio performance and the potential on providing value-added services like on-line personal data transmission, interactive program selection and shopping-at-home, DTV may launch enormous opportunity on developing tourism, transportation, entertainment, and culture industry. It will produce important impacts on the middle and long-term economic and technological development of Taiwan. Most of the countries are facing the fact that their deadlines of closing analog TV channels are coming. Meanwhile, most of the economy analysts believe that the purchase of new TVs or signal converters by customers will give big business opportunities in the coming years. DTV is a worthwhile research topic because of its particular role on elongating the prosperous status of flat-panel display industry and raise customers’ requirement on AV peripheral products like set-up boxes, home or vehicle electronic devices, and digital contents. It means a lot of facets especially when either Taiwan or the industry is entering a new era of digital revolution. Furthermore, DTV industry is a field that appears to be very promising but actually is highly competitive, crowded with aggressive competitors, and full of technology and product specification barriers. For a company that joins this game, what on earth the qualification to be required, the proper goal to be set, and the strategy to be adopted by the company, are within the focus of this study and will be discussed on the basis of large amount of explored data. The DTV explored by this study contains the fixed and mobile AV devices that may display images from wireless broadcasting stations, cable TV stations, satellites, and IPTV. The applications on displays on vehicles, mobile phones, anddigital signage devices are also covered in the discussion. The study raises a well-know Taiwan company, Proton, as an example to see the Proton’s advantages to DTV markets based on applying the analyses models proposed by Poter, Kotler, and Slywotzky to analyze the structure of the company, product features, and marketing strategies. A number of suggestions for its future development are drawn from the analyse results.

邁入數位電視紀元乃是全球之趨，而其對於增進身障者獲取各類資訊的「媒介近用權」具有莫大助益，其中針對聽障社群接取內容最重要的近用需求──「字幕」和「手語」服務，在數位科技匯流發展下，皆可以「隱藏式」之方式供應，同時造福聽障和非聽障之傳播權益，以及減輕廣電業者相關技術的支付成本。因此，近用服務的提供從過去的消極被動轉向現今的積極樂觀。而外國先進國家大多皆以公共廣電媒體之設立價值與目標，作為該國近用服務推動的核心主體，希望藉由數位電視的技術研發，達成更多聽障輔助應用之需求和供應滿足，協助其順利進入數位包容社會。故本研究以探詢國外落實近用服務情形，以做為我國公共廣電服務借力使力之參考，期許對我國聽障社群在傳播權益上產生影響。 　　 　　研究發現，英國、歐盟針對聽障社群的媒體近用落實，無論在法規的制定、實務的推行以及技術的研發等各層面皆有所重視，認為數位電視平台的時代，應協助聽障融入數位包容社會，並設法增進其傳播權益，以彰顯聽障與一般大眾之平權的公民地位；而在我國公視部份，其營運目標始終視英國BBC為效法對象，希冀在內、外資源充份下能達至同BBC供應近用服務之標準水平。然而在多種因素交織下，現階段公視對於聽障媒體近用服務的提供，則依舊保持類比電視時代之作為，不過，經本研究與其互動後了解，公視未來可能朝向增加其他近用服務項目發展，期望數位電視真正來臨時，其能化過往被動態度轉向積極進取：公視目前在電視平台持續兩個「手語專門」節目的製播，並預計規劃將手語服務擴大至「運動」類型節目，以符合聽障收視的期待；至於字幕服務，在已完備的基礎上，試圖朝向「表情字幕」與「即時字幕」發展；另外，於2011年HiHD數位頻道將推出「隱藏式字幕」功能。在網路平台方面，公視服務仍然延伸至電視頻道的節目宣傳與相關資訊供給為主，對於加強聽障的網路近用權益，例如「無障礙網頁空間」以及「近用小組」，認為必然有公共義務介入加以落實，但礙於目前並無相關資源規劃與投入，因此要實際推行仍有很大的進步空間。 / The main purpose of this study is to discover the practice of the right of media access in foreign countries, in order to provide reference to Taiwan’s Public Service Broadcasting (PSB) and to make progress on communication interests for hearing impaired community. “Caption” and “Sign Language” are the most important tools for hearing impaired people to gather all kinds of information and fulfill the necessity of access service. Under the digital convergence, these tools can be provided in special ways, which makes the hearing impaired people and the hearing people share the benefits simultaneously and the cost-down effect of broadcasting industry. We know that most developed countries positioned their access service project by referring to nation’s PSB. They believed the new era of digital TV is a solution to attend the balance between demand and supply of hearing impaired aid applications. While the provision of access services is getting more active and optimistic, the digital inclusion is much close to us. The study shows, British and Europe Union think they should assist hearing impaired people to be involved in e-Inclusion society and highlight equally citizen status by enhancing the rights of hearing impaired people. All the aspects such as regulation enactments, practical implementations and technique developments has been considering all the time on the stage of digital TV platform. Just like the BBC in British area, Public Television Service (PTS) in Taiwan is taking BBC as a benchmark to achieve the access services standard in condition of sufficient resources. However, changing the status quo is not so easy for inextricably interwoven reasons. PTS still works in an analog status. In spite of the circumstances haven't changed much till now, there are much more possibilities in the future. The study discovered some new progressive plans are possible for PTS’s access services in digital journey: PTS will continue to provide two programs which are sign-presented, and moreover, sign language service is going to show up in sports genre; As to caption services, PTS is working on facial expression caption and real-time caption provision; HiHD would have closed caption function in 2011. In the case of Internet platform, PTS is focused on propaganda and related information of TV programs. Barrier-free web space and access group are considered necessary for strengthening hearing impaired people’s Internet access rights and interests, but with insufficient resources planning and investment to put into realization. We can see there is still so much to do if we believe we have the affirmative obligations.

本研究的個案是系統單晶片企業，系統單晶片是電子系統的核心，因此該企業對於下游電子產品的發展扮演著舉足輕重的角色，是積體電路產業價值鍊最高價值的一環。本研究的主要目的是藉著一個極為成功的系統單晶片設計公司的成長軌跡與其相關的產業歷史，透過還原當時的時空環境了解並分析其經營策略的本質，以建立適合系統單晶片設計公司之經營策略本質的分析架構，同時實證其分析的結果，藉以尋求其研究問題「後進者的成功經營策為何?」的解答，並從個案企業的歷史中找出常被忽略的寶貴的經營智慧，而另一目的是能夠藉著收集具有時間標記的經營事件，提供豐富的研究素材給有興趣系統單晶片設計產業做更進一步或其他主題的研究。 一開始的動機是為了解答「後進者的成功經營策為何?」這個問題，但研究之後發現這是一個很有可能沒有通用解的問題，因此本研究轉從「策略本質的思考」出發，試著從個案公司的各個不同系統單晶片產品及其下游相關的產業的事件中，進行分析、推理、歸納與實證所關心的議題，其中個案分析主要包括四個產業：（一）光碟機產業；（二）DVD播放機產業；（三）數位電視機產業；（四）手機產業。其中每一個產業的故事都以某一個案的企業發展為中心，以時間的先後呈現，描述當時的產業環境、企業狀態、決策的因果關係，以及如何執行與執行結果。為了解答「後進者的成功經營策為何?」這個的大問題，同時從個案的分析與理論推論研究，從不同方向的思考並嚴謹的歸納與分析提出以下的研究發現：（一）從行銷理論分析策略本質；（二）以利潤方程式分析策略本質；（三）SOC晶片訂價策略；（四）從動態能耐的架構分析策略本質；（五）後進者的經營策略；（六）成長與新產品選擇的策略；(七)經營智慧的闡述。希望能提供企業經營者策略思考的架構，而建構出適合自己的經營策略。 本研究藉著邱志聖「行銷理論」中產品的「外顯」與「內隱」之價值分析方法，發展出「（一）從行銷理論分析策略本質」之研究發現中一系列的理論，並以此為基礎，輔助論證其他的研究發現，再根據「利潤彈性」的定義，提出可以以嚴謹的數學証明的一系列有關訂價的創新的理論，以此為基礎進而提出「（三）SOC晶片訂價策略」，再藉著「（四）從動態能耐的架構分析策略本質」的個案研究，發現組織的能耐與低成本優勢有的強烈的相關性，整合以上相關的研究發現，進而提出「（五）後進者的經營策略」，以創新「先進者支援的兩難」理論為切入點，並根據以上研究的結論，提出「後進者的成功經營策為何?」的參考解答。當企業成功之後，必然會面臨成長的困境，因此本研究從個案的深入分析，提出所應採取的「（六）成長與新產品選擇的策略」，以及最後提醒經營者一些知易行難的「(七)經營智慧的闡述」。 根據TEEC的「動態能耐」的理論，企業的策略深受「路徑相依性」的影響，且當不同企業的內部狀態或外部環境不同時其所需的策略也不一樣，因此後進者僅採用模仿的策略是不易成功，所以企業必需要思索適合自身的策略，並透過策略本質的分析，檢驗其策略是否有效，然而任何策略分析的方法都有其盲點，因 此分析或擬定策略時要依據競爭對手與產業特性選數種適合分析的架構進行分析，才能夠互相印證與互補，並思考其矛盾之處以避免致命的盲點，因此本論文提出專為系統單晶片設計企業策略本質的思考之架構以檢驗其策略有效性。 / The System on Chip (SOC) is the core of the electric system of an electric end product. Therefore, the firms that design and produce the SOC play the critical role in the development of the end product and contribute the most valuable part in the IC industry chain. The purposes of this paper are to develope the strategies and wisdoms of management as well as the frame structure for analyzing the essence of management strategies for the late comer. In the case study, there are the companies have been very successful in the world. In the cases, there are a lot of time-marked traces of the growth of the successful firm and its related industry history so that we can clarify what and why the strategies were executed at that time by analyzing the sequences of the management decisions and their consequences. Additionally, I hope the case stories can be utilized for the further research or another related research. Initially in this research we focused only on the topic of the question“What are the effective management strategies for the late comer”. However, after further studies we found that the general answers for the big question might not exit; therefore, we adjusted the research direction and converted to focus on the topic of the essence of the analysis of the management strategies. In the studied case, there are four different kinds of SOC products including optic storage chip, DVD player chip, digital TV chip and handset chip and their related industries. In the story of each product case, the main stream of the story keeps close track of the situation of the management decisions making, the status of the execution by the studied firms and their consequences in timing sequence so that the evolution of the environment of the firms and the industries can be shown clearly. To study for the answer of the big question “What are the effective management strategies for the late comer”, firstly we analyze the cases and simultaneously study the related theories. Secondly we transform the big question into the following seven research subtopics: (1) Analyzing the essence of the management strategies based on the marketing promotion theory, (2) Analyzing the essence of the management strategies by the net profit, (3) Pricing strategies for the SOC products, (4) Analyzing the essence of the management strategies by the perspective of the“Dynamic capabilities”, (5) Management strategies for the late comer, (6) Strategies for the growth and new products selection, and (7) Wisdom of management. Finally, we hope this thesis can provide managers with the frame structure for both thinking and analyzing the strategies so that managers can develop the best strategies for themselves. There are some kinds of logical relation among the theories developed in the above subtopics. The foundation of theories of“Analyzing the essence of the management strategies”is the value proposition that bases on the analysis of the explicit value and implicit value in the marketing promotion theory. Theories of“Analyzing the essence of the management strategies”are one of the most fundamental pillars that support the other theories in this thesis. According to the definition of elasticity of net profit in this thesis, we can deduce some innovative and valuable theories by the rigid mathematical reasoning. Furthermore, we can develop the innovative theories “(3) Pricing strategies for the SOC product”. In addition to developing the above theories, we apply the theory of “Dynamic capabilities” to analyze the strategies in the case stories to find the effective cost advantage is supported by the capabilities of organization with effectiveness and efficiency. We integrate the above theories to propose “(5) Management strategies for the late comer”. A firm will eventually confront the saturation of the growth after its successful startup. To solve this issue, we base on the deep investigation of the cases and some theories developed in this thesis, we propose “(6) Strategies for growth as well as new products selection”. Finally from the case stories, we abstract some both valuable and critical wisdoms that are easy understood but they are hard to be practiced due to the human natural weakness. According to “Dynamic Capabilities and Strategic Management” by TEECE, the strategies for a firm strongly depend on the path that the firm has experienced, thus the imitative strategies from its rival is usually not effective just because their paths they passed are different, not to mention that neither their environments nor the conditions of the firms are totally different. Therefore, a firm works out any strategies and then its managers have to carefully check the effectiveness of the strategies by analyzing their essence of the strategies and then modify them before they are executed. However, any framework for analyzing strategy has its blindspots. To avoid the strategic blindspots, we have to use several different and suitable frameworks to analyze the strategies, and then check if there are any conflicts among the results from different frameworks analyzing, we have to deliberate to find why and how to solve the conflicts. Therefore, we develop a new frame work that appropriately analyzes the strategies of both the SOC firm-level and their products with a totally different perspective