策略規劃的良窳關係到企業發展和生存空間的開創，也就是說，良善的策略可幫助企業在煩雜客題中，釐清頭緒及當前應關注的重點。而本研究希望從欲爭取執照成為行動通訊系統業者為對象，探討未來第三代行動通訊服務市場受到主流標準、新技術的採用、政府產業政策制定以及消費者需求更迭將產生結構上的變化，系統業者之經營策略會如何發展。 本研究採「個案研究法」。因此在確認研究主題與研究範圍之後，隨即進行相關文獻的蒐集與探討，之後再根據學者的研究歸納及筆者的邏輯推論，發展本研究的架構；再依據此研究架構，整理本研究對象所需的次級資料，並設計訪談大綱對規劃策略的高階經理人進行深度訪談。最後進行個案分析並發展命題以及推導出結論與建議。 研究發現，當全球解除管制朝電信自由化，以及自由競爭市場的潮流發展，產業經濟集中度將提高。影響行動通訊服務產業發展的重大因素有技術的發展應用、政府政策、消費者行為以及業者的投入和開創，而且關鍵成功要素將從服務傳輸的品質轉變成內容服務的創新與加值。此外，系統業者在可移動性結合網際網路的第三代行動通訊服務市場當中，位居核心地位，其策略的制定與執行不僅關係到本身企業的榮枯，更牽涉到各個產業的興衰，以及消費者的權益；所以必須在供需雙方面下功夫，亦即實體網路、內容服務、終端載具形成的合作機制的建立，並教育與刺激消費者以增加需求。 通訊與網路的發展使得整個產業價值鏈分工趨向專業並緊密聯盟，而且沒有一家企業能總括所有的產業區隔；另外，第三代行動通訊服務市場在技術與服務的本質上可說是一項新事業，因此競標團隊在此新事業的發展上相當強調「綜效的追求」，策略作為將走向利用本身資源累積的移轉以提高經營的門檻，以及以行動通訊匯聚、整合旗下所有的產業區隔，以發揮整體作戰優勢與開創新利基市場。另外，伴隨行動通訊全球漫遊的發展，系統業者勢必跟隨全球化腳步跨國發展；所以，除了在國內市場建立厚實基礎，累積核心能耐與競爭優勢以增強議價力外，並要結合國際一流廠商的資源和品牌優勢，利用文化障礙與華文內容發展的經驗和know-how，深耕華文市場。 / The key issue of corporate developing and creating new area is strategic planning. Meanwhile, good strategic planning helps business clarify the viewpoint in the complex environment. Both mobile communication and Internet are mainstream of the telecommunication industry. And 3G will integrate mobility and Internet. I hope to discuss the managerial strategies of operators in the mobile service market. This research adopts 「Case Study Research」. After deciding the research theme and range, I began to gather up related references and analyze them according to research frame. Next, I deeply interviewed with top managers of seven companies. And then, my conclusions were infirmed by them. Operators, which provide all kinds of services, need a mechanism that do whole network planning and design contents and services. The operating rule is that appeal to customers, create the contents and services by revenue, adjust the module of platform to reduce the customers’ cost of transaction, and increase the efficiency of network. Most important is to do customers' services management well. The strategy to win the customers is creating value-added services, meanwhile personalized product and value. We can discuss the synergy from two dimensions: economy of core competence sharing and complementary of all businesses corporation. Operators will develop the「defense」and「attack」strategies from two dimensions. Besides, it is “Giant Game” in the mobile service market. Operators in Taiwan can stand on the local market. Next, they can increase competitive advantages and follow first tier to explore the operating boundary with Chinese content.

數位科技雖然是政府與產業所體認的技術發展趨勢，各國政府也都積極以硬式導入或發展數位內容來逐步推廣，這些努力的確在社會大眾間引起很大的注意，但任何科技的推動皆須有賴市場的回饋才得以持續，所以在推展過程中，外在環境的角色，與企業內部策略的擬定都會對整體數位電視的價值鏈發展產生影響。因此當大家都把目光放在數位電視發展未來的遠景時，過程（Process）中的衝擊與契機卻是需要及早發掘與因應的。 本研究以「價值系統（產業價值鏈）」與「五力分析」為理論架構，套用於有線電視數位化過程，以發展出本研究研究架構，以此觀點蒐集相關資料、擬定問卷主軸與規劃訪問對象，然後分別從產業價值鏈來進行有線電視產業的內部分析，以五力分析來觀察外部環境態勢。 研究結果發現雖然研究中所觸及的相關組織或單位都對數位化抱有很大的期望，但彼此對數位化的認知卻是存在不同的歧異，因此本研究的分析與建議正可答覆業者這方面的遲疑與卻步。以本研究所聚焦的有線電視頻道經營者與系統業者來看，對頻道業者而言，未來發展與其說是朝向「數位內容產業」，更確切地說應該是新興「文化創意產業」的數位化，應該加入更多對社會與文化的認同與規範，如果還是落在「產業」的概念來推動，過多的政經角力最後將又是另一個畸形的電視生態；對系統業者，市場的接受度是科技發展的根本問題，對消費者的重視畢竟才是長遠發展的基礎，就算免費推廣機上盒，裝到每個家戶中，但真正的內容與營利模式才是必須審慎評估的，不然最終消費者與業者還只是執著於前段免費頻道的多少與質量，並沒有感受數位化的好處。 / Although the government and private industry regards digital technologies as mainstream in the future and in both the developed and developing countries digital television have been spread by the promotion of the digital receiver and content, the success of new technologies depends on the adoption and response of the market. External environment and internal strategies related with market both affect the development of digital television value chain. Then we should not only put emphasis on the vision of DTV, but also dig out the impact and moment to the industry and find the solution during the digitalization process. The analytic concept of this survey is based on Porter’s “industry value chain” and “five force analysis”, with which the framework of the dissertation combines cable digitalization. According to the framework, researcher searches and collects relevant data, sets up the questions and interviewees of in-depth interview, analyses the changes of cable television industry value chain and observes the transformation of competitive atmosphere. In the conclusion, different managers and authorities that have had expectation towards DTV possess different perspectives in digitalization because of the lack of understanding. So the suggestion and analysis caused by dissertation responds to the doubt and hesitation of the industries. As the cable channel operators, they need to transform into digitalized “cultural creative industry”, not “digital content industry”. The difference between both industries is the addition of the culture that imports more identification and features from society. Moreover, the channel operators should redefined as content provider fitting in with all the channels, like MOD, DTTV, DBS and so on. From the point of view of cable distributors, customer relation management (CRM) will be the most important and difficult work. The distributors need to find out how to communicate with consumer what the benefit of digital television is as soon as possible.