行動上網之概念已提出多年，然受制於硬體規格限制與資訊實用面廣度、深度不足，因此市場未如預期般快速成長。如今受惠於系統業者廣佈GPRS系統，功能性手機普及化，以及內容提供者積極參與，行動數據服務始展露一絲曙光。和信電訊公司看好市場前景，藉與NTT DoCoMo合資關係引進行動上網服務典範─i-mode。本研究之主要目的旨在檢視目前台灣i-mode服務之品質，經結合理論探討與實務分析，具體提出發展行動數據服務之改善要素。 本研究彌補國內相關研究在深度上之不足，採質性研究法，以NTT DoCoMo發展i-mode服務為模式，就技術、內容、策略和使用之關鍵面向，深入訪談系統業者、內容提供者和使用者後，交叉分析以找出三者認知上之落差，進而推論改善行動數據服務品質之關鍵要素，並提出建議解決方案。 本研究結果發現：系統業者之改善要素包括價格、手機選擇、連線品質、行銷、後端管理及利潤分享；內容提供者之改善要素包括價格、實用性、介面、品牌及獲利模式。本研究最大貢獻亦在於提供相關業者諸多建言及產業發展方針，整體而論：第一，系統業者應致力於提升行動上網平台之可用性；第二，內容提供者宜鎖定目標客群主動創造需求；第三，系統業者和內容提供者應從商業合作關係提升為策略聯盟關係。在延伸討論部份，本研究認為：第一，應建立以內容聚集為中心之商務模式架構；第二，推動XHTML做為改善非人性化介面和網路封閉性之解決方案；第三，將行動數據服務從以個人為單位提升到社會關係的層次；第四，開發企業用途之應用，將服務拓展至企業市場。 / The concept of mobile internet has been introduced many years ago; however, due to the limits of hardware standards and the inadequacies of breadth and depth of information practicability, the market didn’t rise and flourish as expectations. Now because of the benefits of distributions of GPRS network system, popularization of feature cellular phones, and active participation of content providers, the mobile data services start to grow. With faith in good prospects of the market, the KGT company introduced i-mode, the paradigm of mobile internet services, from NTT DoCoMo through their partnership. The main purposes of this research are to view the quality of recent i-mode service in Taiwan, and to concretely propose key improving factors of developing mobile data services through integration of theory reviews and practice analyses. For retrieving the lacks of depth in former domestic researches, this research uses the i-mode service as an example and adopts qualitative research methods by deeply interviewing with the operator, the content providers, as well as the users on critical aspects of the technology, the content, the strategy, and the usage. Then, after cross-analyzing to find gaps of the cognition among the three roles, this research infers the key factors to improve the quality of mobile data services and proposes the corresponding solutions. The major findings of this research are as follows. The improving factors of operators includes the price, the phones selectivity, the connection quality, the marketing, and the profits share. Those of content providers includes the price, the practicability, the interface, the brand, and the profit-earning model. This thesis also contributes many suggestions and guidelines of industry development for relevant players. First, operators should strive for enhancing the usability of mobile internet platforms. Second, content providers ought to aim at target customers and actively create demands. Third, the relationship of operators and content providers must be promoted from business cooperation to strategic alliance. In the section of extended discussions, this research presents several recommendations. First, a framework of content aggregation-centered business models should be established. Second, XHTML should be drived as a solution to improve recent unfriendly interfaces and network closure. Third, mobile data services based on individuals should be raised to a high level based on social relationships. Fourth, services should be expanded to cooperate market by developing applications for enterprise purposes.

台灣行動電話服務從開放民營以來，行動電話已融入每天生活之中，儼然成為消費者接觸最為頻繁的行動媒體。日本自從i－mode行動上網成為全世界的成功典範之後，在行動數據業務的所有相關發展上獨步全球。DoCoMo與電通更成立了全世界第一家專注於行動廣告的專業媒體代理商，帶動了整個日本行動廣告產業的蓬勃發展。 本研究以日本個案公司所處的外在產業環境結構，探索行動廣告的產業架構與各類業者所扮演的角色，剖析個案公司因應環境所採取的經營模式與競爭策略，瞭解行動廣告產業的關鍵成功因素，以探索行動廣告的未來發展趨勢，是本研究主要的研究目的。 透過「結構－行為－績效」SCP模型的產業組織分析架構，針對日本地區行動廣告之產業特性，分析探討其市場結構、行為及績效所受影響因素與三者之關聯性。並依據Ansoff的產品市場矩陣分析，分別以產品市場矩陣的成長策略類型，分析個案公司目前的經營模式與競爭策略。 從研究結果發現，依據市場解剖與個案企業的比較結果，獲致行動廣告產業的關鍵成功因素如下：產品與服務的創新能力、產品推出的順序與時機、One-stop的行銷整合服務、垂直整合程度、策略聯盟的合作關係、洞察媒體閱聽人的生活型態。 此外，產業價值鍊對於市場發展之重要性、高度寡佔的日本行動廣告市場結構、廠商間的良性競合關係、結合廣告媒體與行銷的市場績效、個案公司的經營策略等研究結論，都是台灣未來在發展行動廣告上可以值得借鏡之處。 行動媒體所具有的一對一與立即性，使行動廣告更容易促成使用者採取購買行動達到高度的「Recency」效果。業者在許可行銷的前提下，必須充分掌握目標使用者每天的各種行動媒體接觸型態，這些使用者行為都會影響到行動廣告的成效與使用者的廣告接受程度。

行動上網技術的成熟，為行動上網市場提供了良好的發展環境，吾人認為第三代行動通信業者的行動上網定價模式也扮演了關鍵的催化劑角色。 本研究主要是探討台灣第三代行動通信業者在訂定行動上網服務定價模式時，對於內、外部因素的考量，並進一步了解其現有定價模式與內、外部考量因素的關聯性，以期能為行動上網服務定價模式找到新的方向。 本研究之研究問題有三: 1. 影響3G營運商行動上網服務定價模式之主要因素為何? 2. 3G營運商在訂定行動上網服務定價模式的主要考量因素為何? 3. 3G營運商行動上網服務現有定價模式的訂定與考量因素的關聯性為何? 本研究透過深度訪談與相關的次級資料蒐集與彙整分析後，獲得以下六個結論。 1.用戶數成長、營收成長、網路建設成本還有手機補貼是影響電信公司行動上網服務定價模式的內部因素。 2.寡占市場結構與回應競爭者是影響電信公司行動上網服務定價模式的外部因素。 3.用戶數成長還有營收成長是所有電信公司訂定定價模式時的主要的考量因素。 4.為了回應競爭者並與市場競爭，所有電信公司都是以單一費率定價模式搭配手機補貼來行銷行動上網。 5.兩段式與預付型定價模式是為了要達到提高用戶數成長的公司目標。 6.產品組合定價模式是為了要達成提高非語音營收成長的公司目標。

過去的行動通訊產業價值鏈一直是由運營商業者所主導，運營商業者以透過建立專屬開發平台的方式，逐漸形成以其為核心的封閉花園（Walled Garden）生態體系，並控制價值鏈中整體利潤的分配，而產業中包括手機製造商、內容供應商及軟體開發商等其他業者皆只能遵循其所制定之遊戲規則。 然而，隨著應用與內容、終端裝置、平台至行動網路等各種產業之開放趨勢驅使之下，在3G時代之後的行動上網價值鏈中，能夠成功匯集終端用戶與開發者的廠商，才有資格成為價值鏈的新興主導者，而以往運營商業者透過封閉式平台掌握產業價值鏈主導權的方式，更開始面臨來自各方業者的挑戰。 2007年11月由Google及開放式手機聯盟（OHA）所推出的Android開放式平台，更因此造成行動通訊產業生態環境產生重大的改變。從Google 把代表著網際網路自由與開放特性的Android平台及相關配套策略推入行動通訊產業之後，即吸引眾多廠商加入開發，產業中廠商之間的競合關係從此將更為複雜，運營商業者更是首當其衝面臨失去主導權的地位，甚至將淪為僅提供行動網路傳輸數據資料的笨重水管（dumb pipe）角色；然而，由Android所形成的產業開放生態環境一方面亦意味著許多新機會的產生，對於長期處於產業壟斷地位的運營商業者而言，如何因應Android平台並將之轉化為轉型的動力，將是其未來發展所面臨的最大挑戰課題。 本研究認為，運營商業者應以本身擁有的優勢（行動網路、終端用戶資訊、金流機制等）為基礎，並依各自發展利基與市場定位考量選擇利用Android平台發展不同之因應策略，可大致分為建立自有Android-based終端裝置、與Android相容的自有應用服務平台（service platform）以及與Android相容的自有作業系統等。而本研究藉由兩運營商業者之個案研究後發現，運營商業者建立與Android相容的自有應用服務平台及作業系統應為較佳之發展策略，除較能發揮本身的優勢之外，並得以掌握終端用戶使用體驗及開發社群，進而擴大用戶基礎，建立以運營商業者為核心的開放式生態系。 / In the past, mobile operators were predominant in the value chain of mobile communication industry. They created a so-called “Walled Garden” ecosystem in the industry through the development of proprietary platforms and controlled the overall allocation of profits in the value chain. Other players in the industry, including handset manufacturers, content providers and software developers had to comply with the rules set by the mobile operators. However, with the advent of open in applications and contents, user devices, platforms to mobile networks, in the wake of 3G mobile internet value chains, the vendors which are capable of converging end-users and developers, are able to lead the value chain. In the meanwhile, operators who controlled the industry value chain through closed platforms would begin to face challenges from vendors everywhere. In November of 2007, Google and Open Handset Alliance (OHA) introduced Android open platform, which exerted enormous influences in the ecosystem of mobile communication industry. When Google put Android, which stood for freedom and openness of the Internet, and other accompanying strategies into the industry, it attracted many vendors to participate in the development of Android platform. In the same time, collaborations among vendors in the industry became more complicated, and mobile operators were hit the hardest by losing the leader’s role or even relegated to the role of “Dump Pipe”, which only providing their mobile network for data traffic. However, the open industrial circumstances established by Android also created new opportunities, and in the future how mobile operators seize these opportunities and utilize Android platform would be the major challenge for themselves. In this study, the author argued that mobile operators must set their own advantages (including mobile networks, informations of end-users, money flow…etc.) as a foundation to develop their own niche and market positioning. The response strategies stemming from the foundation can be categorized into establishing Android-based devices, Android-based service platforms and Android-based operating systems. And through conducting case studies on two mobile operators, this study found out that to establish Android-based service platoforms and Android-based operating systems would be more suitable for mobile operators to utilize their advantages. In addition, they are able to control the end-user experiences and developer’s communities by these two approaches to enlarge their user base and build open ecosystems that are centered on mobile operators.