隨著大環境的變異，傳統語音話費已不再是電信業者的主要收益來源。各家電信系統營運商為了提高用戶營收貢獻度 (ARPU)，積極開拓其他服務。行動簡訊是其中重要的一項服務，因為操作方便、費用低廉，一般使用者容易進入。系統營運商進而透過行動簡訊結合各種加值服務，讓用戶在習慣使用簡訊服務之中，延長使用手機時間，增加每位用戶的營收貢獻度。 行動媒介首要目的在提供使用者快速尋獲與情境相關之資訊，並透過行動載具隨時隨地進行通訊、溝通與社會互動。本研究欲瞭解行動簡訊在行動系統服務的提供者(OP)、內容服務的提供者(CP)與一般使用者的三方互動方式。即在行動簡訊服務的推動過程中，三方各自角色為何，服務有待改善之處，以及如何改進及延續服務。 本研究方法採用深度訪談、焦點團體與資料分析三個取徑。透過系統營運商、內容提供者、一般使用者進行三方研究調查。首先深訪系統營運商以瞭解其規劃簡訊服務之背景；其次焦點團體訪談典型使用者如何使用行動簡訊服務；再輔以資料分析將行動簡訊服務中的文字內容、版面視覺、資訊類型等進行分析。 本研究有以下五項發現: (1)行動內容需要強調差異化－行動服務需要即時性的資訊與Web進行差異化，吸引行動用戶使用；(2)界面需要友善的設計－界面友善可帶動用戶易用，提高行動服務使用量；(3)期待新科技與新應用的引導－LBS服務為行動簡訊服務率先可以導入新科技服務，符合用戶對情境使用的需求；(4)與商業進行多元行銷互動－透過在LBS做置入廣告或行動廣告，可以提高用戶參與互動；(5)行動服務合作關係重組－未來OP跨足內容的製作，而CP發展自有通路，OP與CP在業務上互相重疊，原來的合作關係重組。 / With a dramatic change of the world, traditional phone service is no longer a main source of revenues in telecom business. Telecom system operators positively develop other kinds of services to improve average revenue per user (ARPU). Mobile-news is one of these important services because it is less expensive, easy to operate, and easily accessible to end users. System operators further provide a variety of value-added services through the mobile-news. While users are getting used to the services, they are going to extend their using time, which may increase revenues to system operators. The main function of mobile media is to provide users immediate and scenario-relevant information and to interact with others here and there at anytime. The research investigated how telecom system operators (OP), content service providers (CP) and end users interact in terms of their service relationship. In other words, the study defined how the three parties, OP, CP and users play a role, how to refine the services, and how to improve the service, in the process of promoting mobile-news services. The research used in-depth interview, focus group, and data analysis via the three parties, system operators (OP), content providers (CP), and end users. First, the researcher interviewed system operators about how they develop mobile-news services. Then, the researcher held a focus group to investigate typical users how they use mobile-news services. At last, the researcher analyzed text contents, visual layouts, and different types of information in mobile-news services. There are five important findings as following, (1) emphasis of different mobile contents: mobile information should be instant and different from web pages to attract mobile users; (2) friendly interface designs: User-friendly interface helps user easily access to the information and increase the mobile services; (3) new technologies and applications: LBS services could be the first mobile-news service which meet users’ needs at most occasions; (4) multiple marketing: mobile advertisement can improve users’ participation through LBS; (5) reconstruction of mobile service partnership: OPs start to produce contents in future, and CPs develop their own channels, which leads to an overlap between OP and CP business. The overlapping may reconstruct their partnership.

2006年第四季我國行動總用戶數已達2324萬戶，行動上網用戶則達914.7萬戶，其中PHS與3G數據用戶已達462萬戶，首度超過GPRS的用戶，佔整體行動網路用戶比率51％。目前我國行動上網用戶佔行動總用戶數之39.34%，但行動加值服務卻只佔行動通訊業者營收的5%~10%，相較於日本NTT DoCoMo 2006年行動數據服務營收占整體行動通訊營收的29%，我國行動加值服務仍有許多值得開發的市場潛能。 由於國內先前對於行動加值服務相關領域的研究主要集中在市場面與使用者面向的研究為主，較少電信服務業者角度出發，進行服務創新模式與價值網路的研究。因此引發本研究對此研究主題的興趣，希望能透過本研究探討行動加值服務產業的服務創新與價值網路，對電信服務業者提出產業策略建議，進而創造出良性循環的產業發展環境，提昇我國行動加值服務市場的發展。 本研究針對下列問題進行研究：行動加值服務產業是否存在創新模式，這些創新模式有幾種類型？行動加值服務創新模式的創新驅動因子有哪些，這些因子彼此的驅動形式又有哪些？行動加值服務創新驅動模式是否存在產業的價值網路，網路裡的價值交換有哪些形式？如何交換？從創新模式與價值分析的結論中，電信業者能否找到可以協助產業創新和產生良性循環的經營策略？ 進而獲得下列研究結論： 1. 行動加值服務的三構面創新程度愈高，服務創新成果愈佳。 2. 組織調整、通路建置與行銷活動的配合有助於服務構面創新。 3. 行動加值服務創新驅動因子在創新過程中所扮演的角色不同，也影響了創新發展的形式。 4. 行動加值服務產業的價值網路包含電信業者本身、競爭電信業者、使用者、設備供應商、內容供應商、手機通路商、手機製造商等角色。 5. 行動加值服務產業具有良性循環的價值網路。 6. 行動加值服務的價值交換的形式包含經濟價值、整合價值與無性價值交換。 並進而對電信服務業者提出下列方向建議： 1. 電信服務業者與使用者之間。 2. 電信服務業者與服務供應商之間。 3. 電信服務業者與互補廠商之間。 4. 電信服務業者與其他電信服務業者之間。 5. 電信服務業者本身。 關鍵字：行動加值服務、服務創新、創新驅動因子、價值網路、價值交換 / According to the report by NCC (National Communication Commission of Taiwan), the number of mobile subscribers in Taiwan had reached 23.24 million at the end of 2006, and the amount of PHS and 3G subscribers was 4.62 million, which reached more than 51% of the total mobile internet users (9.147 million). As 39.34% mobile subscribers use mobile internet services, only 5~10% revenue of mobile operators came from mobile value-added services. Compared with NTT DoCoMo’s mobile service (which had) contributed 29% of the revenue in 2006, there is still a lot of room for mobile operators in Taiwan to improve their value-added services. Former researches in mobile value-added industry were mostly focused on the market and customer facets, and fewer on service innovation and value network from operator’s view. This research attempts to study service innovation model and value network of mobile value-added services industry, and tries to provide suggestions of industry strategy for telecom operators. In recent years, much research has been focused on customer demand of mobile value-added services industry; few have majored in service innovation and value network from operator’s view. Therefore this research attempts to study service innovation model and value network of mobile value-added services industry, and tries to provide suggestions of industry strategy for telecom operators. The focus of this study is to answer the following research questions: 1. Are there any innovation models in mobile value-added services industry? What patterns of service innovation are there? 2. What actors are there in those innovation patterns? And how about their roles in the innovation processes? 3. Are there any value networks of industry in the mobile value-added services innovation patterns? What categories of values being exchanged are there in the value network? And how do they be exchanged? 4. From the above results, Could telecom operator find out new strategies of services innovation and virtuous circle for mobile value-added services industry, which from results of above researches? The results are concluded as followings: 1. There are positive correlations between innovation degree of the four dimension model and service innovation results. The higher innovation degree of the four dimension model is, the better the service innovation results. The more innovative the four dimension model is, the better the service innovation results. 2. Coordination of organization development, distribution installation and marketing events serves for service innovation. 3. Innovation actors of mobile value-added services, who play different roles in innovation processes cause different innovation patterns. 4. Roles of the value network in mobile value-added services industry include telecom operators and their competitors, mobile users, telecom vendors, content providers, cellular phone distributors and cellular phone manufacturers, etc. 5. These are virtuous circles in the value network of mobile value-added services industry. 6. Exchange items in the value network of mobile value-added services are including economical value, integrated value and intangible value. The exchanges in the value network of mobile value-added services include economical value, integrated value and intangible value. Some further suggestions on strategies are proposed for telecom operator: 1. Telecom operator and mobile users. 2. Telecom operator and content providers. 3. Telecom operator and complementors. 4. Telecom operator and other telecom operators. 5. For telecom operator itself. Key words：Mobile value-added service, service innovation, innovation patterns, value network, value exchange