電信業務的營運成本分析，首重各項業務耗用資源的合理分攤，而傳統的財務會計制度，並無法滿足此項需求，因此本文擬採用「作業基礎成本制度 (ABC, Activity Based Costing)」，來作為各項成本分攤的基礎。而有鑑於電信事業規模龐大而複雜，常造成營運流程分析的困難，本文擬採用IDEFO圖形作為分析的工具。IDEFO目前已成為美國聯邦標準FIPS 183 (Federal Information Processing Standards Publications 183)，其最大的優點是適合用來描述龐大而複雜的系統，又因為IDEFO的圖形呈現皆以作業為中心，有助於我們結構化地描述以作業為中心的活動。 本文嘗試利用作業基礎成本制度與IDEFO功能模式(Function Modeling)去分析GSM行動電話業者的營運成本。綜合相關的研究結果，發現本文所提出的營運成本分析架構，確實能提供行動電話業者一套連貫而完整的分析架構，以分析實例來說，電信業者可藉由本架構分析出整個作業的成本，並能將這些成本追蹤到相關的費用會計科目，使得分析出的數據能更具成本攸關性，對於所分析出的每通平均發話成本而言，也比傳統財務會計的計算方式更加合理。

根據Bass(1969)擴散模式，放寬市場特性不影響創新擴散之假設，並使創 新係數與模仿係數可隨著時間而改變，以行動電話為例，探討ぇ各國採用 行動電話之市場潛能、市場飽和時之普及率以及單年最高採用人數出現的 時間，え市場特性因素如何影響行動電話之擴散，ぉ比較各國擴散模式與 多國擴散模式之解釋能力。研究結果發現：ぇ就本研究所分析的國家，各 國行動電話的市場大小，以美國最大，日本次之，愛爾蘭為最小。而行動 電話的最高普及率以美國與瑞典最高，超過10% ；其餘國家之最高普及率 都不超過 0.4%，顯示行動電話是一種普及率較低的服務。就單年最高採 用人數出現時間來看，只有日本是超過十年，其餘國家均在十年之內，甚 至比利時在第二年就出現採用高峰，顯示行動電話之產品生命週期可能不 是很長。え「市場需求指標」高的國家，有較高的模仿效果；「流動性」 對於創新效果與模仿效果的影響均是負的；「四海胸襟」對於創新與模仿 效果的影響均是正的。ぉ多國擴散模式的解釋能力較各國擴散模式佳，因 此，將市場特性因素加入創新擴散模式中確實有其必要性。

本研究使用Android智慧型手機結合無線感測器，提供一個便利學習者攜帶、使用之輔助學習系統，並於智慧型手機提供互動區以利同儕間進行課業討論。系統即時感測、記錄學習者學習行為，並以智慧型手機做為感測資料蒐集及處理中心，為了利用蒐集之學習資料產生最佳推論結果，採用SVM(Support Vector Machine)分類技術進行資料之推論及分析。 本系統之評量及實驗，係藉由讓大學生使用系統，蒐集預測模型建立所需之資料，並了解學習者對本系統之觀感、接受度及系統預測準確率。評量以實驗者前、後測進步情況作為標準，探討與學習情況之關係，藉此了解使用智慧型手機結合感測器輔助學習者進行自我管理，進而提升學習成效。 / We propose a portable, convenient learning assisted system that uses Android Smartphone with wireless sensors. The system senses and collects the data of learning behavior and uses the Smartphone as processing unit to collect statistics. For optimizing inference, we used SVM(Support Vector Machine) technology to analyze the collected data . For evaluating the system , we invited college students to join the experiment and use the system. Therefore, we can collect data to construct the prediction models, knowing better about the accuracy , impression and acceptance of the system , and then realizing the feasibility of using Smartphone with wireless sensors to assist learner promoting learning effect by self-management strategy.

本研究旨在探討固網及行動電話業的雙網整合(Fixed-Mobile Convergence，簡稱FMC)，造就此一趨勢的市場背景及促成技術，影響此趨勢未來發展走向的因素，電信業界的實施方式，與手機製造業的機會。 為何要討論固網及行動電話的整合? 因為它是近兩、三年來全世界電信業界最重要的發展趨勢，是電信業與網際網路的碰撞及交融，電信業界的典範轉移，也是固網業與行動電話業的大競合。它會影響電信業版圖勢力的重整，電訊網路的變革，手機功能的調整，服務提供的方式，是整個「未來世代網路」(NGN: Next Generation Network)的核心議題。 什麼是固網及行動電話的整合? 簡單說來，是指在同一支手機或PDA上，既可接打一般行動電話，又可打網路電話(Mobile Voice over IP)。換言之，雙網整合的行動電話同時具備GSM與Wi-Fi兩種網路之接取能力，在Wi-Fi範圍內時打網路電話，不在時就仍用GSM打電話，由於網路電話通常免費或價錢很低，如此既得到良好通話品質，又享受最低通話費用。要做出這種產品與服務，除了需要手機製造端的技術整合外，電信業者也需整合其通訊網路技術，並更新服務模式，牽涉層面十分廣泛。 本研究發現，促成雙網整合的市場因素包括: (1) 有線電話逐漸被行動電話取代，固網業者為奪回市場佔有率，遂以雙網整合模式推出新的服務模式 (2) 行動電話電信業者希望降低客戶轉換率 (3) 電信業者增加收入的壓力 (4) 消費者簡化通訊方式的需求 而雙網整合的促成技術包括: (1) 「網路電話」(VoIP)技術的發展 (2) 無線寬頻技術的發展，固接式寬頻連線的普及 (3) 整合式手持通訊裝置的製造技術日益成熟，市場接受度高 如何實施雙網整合，固網電信業與行動電話電信業各有不同打算。純粹的固網電信業多選擇成為「虛擬行動電話業者」(Mobile Virtual Network Operator)，或與行動電話電信業策略聯盟，以取得後者在行動電話網路的接取能力。同時，它們以具備Wi-Fi接取點功能的「家用閘道」(Residential Gateway)，與Cellular/Wi-Fi雙網手機，提供家庭用戶雙網整合的服務。在未來電信網路設備的選擇上，多傾向採用符合IMS (IP Multimedia Subsystem)標準的產品。 行動電話電信業者則多選擇UMA (Unlicensed Mobile Access)技術，在其基地台建設中，加入UMA網路控制器，並提供UMA雙網整合手機與服務給用戶。目前有多家行動電話電信業者在測試此技術與服務模式。如果採用UMA技術，未來如何與IMS技術接軌，會是行動電話電信業者需要考量的議題。 未來會影響雙網整合發展的因素則為: (1) 標準的採用: 雙網整合相關的標準包括SIP (Session Initiation Protocal)，UMA與IMS等。SIP與UMA目前已有產品問市，IMS則有待未來。 (2) 電信業者的經營模式是否成功，即推出的雙網整合服務的產品與價位，是否足以吸引消費者換機，與學習新的使用模式 (3) Wi-Fi/Cellular雙網手機有耗電量，通話品質，使用方法友善程度等問題，這些是消費者能否接受的關鍵因素 (4) 企業界整合語音通訊與資料通訊的意願及速度，並將辦公室交換機昇級至IP PBX的決心。企業界將會是雙網整合技術最早的採用者，其使用經驗將對一般消費者有很大影響力。 雙網整合的真正主角，是具備雙網整合能力的智慧型手機。手機製造業者在此趨勢中的市場機會包括:UMA雙網手機，SIP Wi-Fi單網手機，SIP Wi-Fi/Cellular雙網手機等。但要製造這些手機，需解決許多技術問題，包括:數位語音壓縮/解壓縮方法，回音消除處理，Wi-Fi耗電問題，Wi-Fi通訊之安全保護機制，使用者介面整合，互通性測試等等。再加上雙網整合的遊戲規則是由電信業者制定，如何使手機與電信業者的服務模式搭配完美，是一大挑戰。 雙網整合目前仍在發展階段，相關的標準、技術、產品、與服務皆未臻成熟，非常值得持續的研究與觀察。 / “Fixed-mobile convergence” (FMC) is the theme of study in this research. This research attempts to find out: 1) the “Pull” forces coming from the market demand for FMC solutions; 2) the “Push” forces of the enabling technologies that make FMC possible; 3) the factors that will impact FMC’s future; 4) how the carriers are deploying FMC; and, 5) FMC-related opportunities for the mobile phone manufacturers. FMC is about the convergence of telecommunication world and the Internet world. It is the former’s endeavor to benefit from Internet’s low cost, and richness in online services. It stems from the business battle for market share between the fixed network operators and the mobile operators, and it will affect the future power span of these operators. FMC trend includes the following aspects: terminal devices, services, business models, and network technologies. It is so crucial in forming the telecommunication industry’s future, which makes it the core subject of Next Generation Network implementation. FMC is the enablement of mobile phones to use fixed network technologies, such as Wi-Fi network, corporate LANs, IP PBXs, and so on. A Wi-Fi/Cellular dual-mode mobile phone has telephony capability on both Wi-Fi network via mobile VoIP (Voice over IP) technology, and on cellular (such as GSM) network. When the end user is within the Wi-Fi hot spot coverage, the voice communication will be on top of IP. When the user is out of Wi-Fi coverage, then the phone calls are running on cellular network. For the consumers, this technology promises “any time, any where” ubiquitous connectivity and mobility, while at the lowest possible price, since VoIP is normally free or has very low cost. To deploy such products & services, the operators have both technical & business issues to deal with. Based on the findings of this research, the market demand which accelerates converging mobile & fixed network include:  Fixed-mobile substitution (FMS), which means people are using mobile phones more often than fixed-line phones. In many Western European countries, about one third of the household do not install fixed phone lines any more. They only use mobile phones as communication vehicle. Under such circumstances, fixed-line operators are forced to fight back for their market share. FMC is one of such strategies for launching new products and services to win back the end customers.  Mobile operators need to lower the subscriber churn rate, for which they are losing customers. In the United States and some areas in Europe, mobile phone coverage in residential area is unsatisfactory, due to the high cost of building up cellular infrastructure to cover vast space. This is the main reason for the subscribers to switch operators, for the mobile operators, FMC seems a logical solution. Since household penetration rate of high-speed broadband access is high in US, Europe, and many Asian countries, with a Wi-Fi access point and Wi-Fi/cellular dual mode phone, even when the cellular signal strength is weak at home, the user is still able to make phone calls using Mobile VoIP technology on Wi-Fi. This is the origin of UMA (Unlicensed Mobile Access) technology and standard, which mobile operators are pursuing.  All network operators are under constant pressure for growing their revenue, since voice service has quickly become a commodity when flat-rate tariff model is getting prevalent. With FMC solution, mobile operators could earn back the users who are attracted away by the low cost of Internet telephony. For fixed-line operators, FMC is a mechanism for providing packaged deal of broadband access and dual-mode mobile phones. More over, they could provide “quadruple play” services to support IP TV, Video on Demand, and other Internet services to increase their revenue.  “Less is more” mentality of the consumers. Most consumers or working people nowadays have at least three telephone numbers: home phone, office phone, and mobile phone. Each one of them has its own phone bill, voice mail box, and phone book. Some people even have e-mail account, instant message account, and Internet telephony account (such as Skype screen name). The mobility or interchange between these mechanisms of communication, and to manage them is becoming complex. The consumers are asking the mobile operators to integrate their services and phone bills, which again, pulls the operator to FMC solutions. The following are the enabling technologies that facilitate the development of FMC. Without these technologies, FMC can not take root in the telecommunication industry, and generate commercial products in the future.  VoIP (Voice over IP). VoIP service, products, and PC-based software clients have flourished in the past several years along with the exponential growth of the Internet. With the success of Vonage (pure-play VoIP service provider) and Skype (peer-to-peer internet telephony network based on PC), internet telephony has entered the main stream. Network operators that seek to lower the operation cost are turning to this technology as well. Mobile VoIP over EVDO, HSDPA, Wi-Fi, & WiMAX are getting a lot of attention recently since it can help to reduce the tariff, thus attract more users. For Mobile VoIP technologies to secure its market foothold, many issues need to be tackled, such as AEC, voice codec (compression & decompression), jitter buffer handling, SIP (Session Initiation Protocol) stack and RTP (Real-time Protocal) stack handling, power consumption, telephony UI integration, and so on.  High density of wireless broadband network such as Wi-Fi and WiMAX, and wide spread availability of wired broadband access such as xDSL and FTTH in school campus, office buildings, hot spots, transportation hubs, and homes, lay the foundation of FMC. Without such infrastructure, FMC can not thrive. With the combination of both wireless and wired broadband accessibility, Wi-Fi/cellular dual mode phone becomes practical and useful to the general public.  Converged handheld devices with multiple functionalities like push e-mail, PIM (Personal Information Management), Camera, SMS/MMS, internet browsing, phone book, Calendar, and so on, are getting very popular among business professionals in the last two, three years. With the advent of 3G network, data transmission need for email and SMS, more than voice, has increased peoples’ appetite for more powerful devices. Smartphones or PDA Phones that use open operating system such as Windows Mobile, Linux, or Symbian, have become powerful productivity and connectivity tools that cater to consumers’ needs, and have gained great success. The market demand helped to increase the sales volume, and drive down the unit price, which in turns stimulate more buyers. Bluetooth and Wi-Fi capabilities are newly added functions that further facilitates mobile VoIP in an economical way. Once the phone makers have taken care of issues like AEC (Acoustic Echo Cancellation), voice codec (compression/decompression), power consumption, integrated user interface for telephony, CPU loading, GSM/Wi-Fi handover, and so on, the Wi-Fi/Cellular dual-mode phone are taking the center stage of FMC. The factors that will impact the future direction of FMC:  Uncertainty of the FMC-related standards, especially for UMA (Unlicensed Mobile Access). UMA was adopted as FMC solution mostly by the mobile operators, however, it was considered as an intermediate solution toward IMS (IP Multimedia Subsystem), which so far was mainly adopted by fixed-line operators. UMA-compliant products are yet to be launched and proved by the market in the later half of year 2006, its fate uncertain at this moment. SIP (Session Initiation Protocol) is now de facto standard for VoIP, yet its implementation has many variations depending on the vendor. As for IMS (IP Multimedia Subsystem), its standardization process is still undergoing, VCC (Voice Call Continuity) specification is not final yet, the commercialization of IMS could take another two to four years. With all these standards evolving, both consumers and businesses could hesitate in their purchase decisions, and this may impose negative effect on FMC.  Business model of the operators. How they are going to launch FMC service, at what price, with which handheld device, will affect the end customers’ willingness to purchase. They need to provide good incentives for the end users to switch to the new dual-mode phone, and the UI needs to be intuitive enough to shorten the learning curve, and at attractive price.  As described above, the quality of the handset itself plays a critical role on the future of FMC, and its user friendliness and benefits will define the development of FMC.  How fast the enterprises will upgrade their PBX and networking facilities to integrate outbound data and voice communication. VoIP, IP PBX/Centrex, office software, and phone vendors are working together now to provide the enterprises “premised-based” FMC solutions. These solutions promise the executives more efficient administration of the phone bills, better productivity of the employees, and better customer relationship, and so on. Enterprises are the early adopters and test beds for FMC. If they find it useful, it will be helpful for the sales and distribution to the home and personal market. FMC deployment strategy varies from one operator to the other. Pure-play wired operators tend to become MVNO (Mobile Virtual Network Operator), or at least to have alliance with the mobile operators, so that they could get access to the mobile network infrastructure. Since wireline operators in most cases are also suppliers of broadband service to the home, they will take advantage of this infrastructure, and provide residential gateway (e.g. Wi-Fi access point) and Cellular/Wi-Fi dual-mode mobile phone as the FMC solution for the home market. In preparing for future, they tend to select IMS-compliant network equipments. Mobile Operators prefer UMA technology as FMC solution. It is comparatively simple in deployment in the network. Quite a few mobile operators are now in trial run of UMA. In the future, how to migrate UMA to IMS will be a challenge for those who adopt the former. For the mobile phone makers, FMC trend indicates the market opportunity of: UMA dual-mode phone, SIP Wi-Fi single-mode phone, and SIP Wi-Fi/Cellular dual-mode phone. Yet, unlike general purpose consumer market, these FMC phones need to be tied hand-in-hand with the operators for better integration of services and tariff plans. If these solutions are targeted at the enterprises, the phone makers need to work with IP PBX vendors as well. How to work with these parties, and come out good, integrated phones, is a great challenge. Fixed-mobile convergence is still evolving in the telecommunication world, with many vendors and parties involved, and each has its unique way of FMC implementation and business model. How it will turn out takes continuous research and observation. Due to its scale and influence for the future, the effort will definitely be worthwhile.

近年來國際間電信市場上，由於電信自由化風潮的影響，促進電信市場競爭和保障消費者用戶的相關規定和政策陸續制定出現。號碼可攜服務隨著電信市場的逐漸成熟與開放新進業者的加入等，其實施的迫切性和需求性則越來越重要。另一方面，韓國和台灣兩國皆有相同的共識，先後推動實施所謂的行動電話號碼可攜 (Mobile Number Portability)服務，讓民眾在更換不同行動電話業者服務時，仍能夠保有使用原號碼之權利和便利性。 本論文的研究目的：(一)是想以較台灣先實施行動電話號碼可攜服務的韓國為主要的研究比較個案國家，瞭解韓國電信主管機關的政策制定過程、探討行動通信市場現況、消費者用戶的需求與行動通信業者的回應與市場策略；(二)再輔以參考其他已實施國家經驗中的成功與失敗的因素，與台灣的相關政策、業者策略和消費者用戶的態度等，做綜合性的對照和分析比較，提供台灣在未來實施過程中的建議。 主要的研究方法為文獻分析法與深度訪談法。並且針對「政府相關部門的政策制定」、「消費者用戶的需求」和「行動通信業者之因應策略」，以及「政策實施後所造成的影響」四大問題面向進行探討和分析。 研究分析結果整理發現，韓國和台灣在先後實施行動電話號碼可攜服務之後，的確增加消費者用戶選擇業者的權利，和促進行動通信市場上各家業者的競爭和發展。行動通信業者為了鞏固既有用戶基礎和吸引別家用戶上門，無不提供更多樣的費率包裝和增加服務內容。 研究建議台灣目前已實施之行動電話號碼可攜服務，應該：(一)縮短申請攜碼移轉作業的時程；(二) 加強維護消費者用戶的權益措施；(三) 健全新舊業者之公平競爭機制。 / In recent years, because of the influence from telecommunication liberalization in the international telecommunication market, there are many policies of improving competition in the telecommunication market and protecting consumers are made one after another. Along with that the telecommunication market becomes gradually mature and new operators join competition, the implementation of the number portability service is getting more and more important. On the other hand, South Korea and Taiwan both implemented the so-called "Mobile Number Portability Service", allowing mobile subscribers to switch service operators while retaining the same mobile phone number. The purpose of this research is: (1) to try to make a comparative study of Mobile Number Portability Service between Taiwan and South Korea. (2) And it will also give some useful suggestions to improve the implementation of Mobile Number Portability Service in Taiwan, by learning experiences from other countries which have implemented Mobile Number Portability Service. Using literature review method and deep-in interview method, this research discusses and analyzes four major research questions: "the government’s policies", "the subscribers’ demands", "the operators’ strategies" and "the influence from implementing Mobility Number Portability Service". This research finds out that, after implementation of Mobile Number Portability Service in South Korea and Taiwan, it indeed provides more freedom for subscribers to select service operators and stimulates the competition and development in the telecommunication market. Besides, every service operator provides more tariff packages to consolidate old subscribers and attracts new subscribers form other service operators. This research suggests the implementation of Mobile Number Portability Service in Taiwan should: (1) reduce the time of application for Mobile Number Portability Service; (2) strengthen the measure of maintaining subscribers’ interests; (3) create a fair competition mechanism.

本研究以我國行動電話通信服務業客戶服務為研究對象，探討支付費用狀況對於行動電話通信消費者對客戶服務喜好程度的影響程度以及不同類型的消費者對於收費狀況與其他服務屬性的權衡關係，而進一步探討客戶服務收費之可能性。首先利用集群分析將全體樣本區隔成成本屬性導向群以及利益屬性導向群，再以客服使用量、通話貢獻量以及所得高低為事前區隔變數，將全體樣本區隔成高低度客服使用群、高低度通話貢獻群以及高低所得群，進而探討全體樣本以及各集群對於服務屬性的相對重視程度以及各服務屬性間的權衡關係。最後以收費可能性為主題，分別探討其在各集群中之存在關係。 經由統計分析，本研究有以下主要結論： 一、全體樣本、成本屬性導向群、高度客服使用群、低度客服使用群 高通話貢獻群、低通話貢獻群、高所得群與低所得群，最重視的 服務屬性皆為客戶服務專線收費狀況，且其相對重要性遠比其他服務屬性高。利益屬性導向群最重視的服務屬性則為接通速度，但其與其他各項服務屬性的相對重要性差距不大。 二、對於客戶服務專線收費狀況此一服務屬性，全體樣本、高度客服 使用群、高通話貢獻群與高所得群，皆必須以接通速度、接聽方 式與人員服務時間三項屬性同時抵換。而利益屬性導向群則可單 獨以接通速度或接聽方式加以抵換，或同時以人員服務時間與接 通速度或人員服務時間與接聽方式加以抵換。 三、就全體樣本、利益屬性導向群、高度客服使用群、高通話貢獻群 與高所得群而言，其客戶服務收費之可能性存在，但其前提是以 改善目前服務品質為前提，才得以維持目前消費者之滿意度。

在電信產業解除管制，開放市場自由競爭的風潮之下，我國電信事業基於規模經濟與爭奪市場占有率的考量，也掀起一波事業結合的風潮，特別是在行動電話業務上，從市場開放至今不過數年的時間，主要的業者已從原來的七家業者，整合成只剩下三家業者。面對電信事業結合的風潮，身為競爭法主管機關的公平會，對於電信事業結合管制所採取的立場為何，是否因為電信事業高度創新與變動的產業特質，而有異於一般傳統產業的思考。特別是目前電信產業仍然受到產業主管機關的高度管制下，公平會如何在結合管制中將產業管制規範納入考量，都值得加以研究。 我國目前對於結合管制的文獻頗多，對於結合管制一般理論的探討已極為詳盡，但具體對電信事業結合管制的研究則尚不多見。本文以我國電信管制法規、結合管制法規與實務為主要研究範圍，在具體對象上則以行動電話產業為中心。在研究取向上首先研究電信相關管制法規、公平交易法的規範內涵，並分析其適用關係。再者，分析目前各項行動通信業務市場結構與結合管制實務，最後以貼近電信事業的產業特性與當前市場現況的方式，針對公平會對電信事業的結合管制實務，提出檢討與建議。在比較法的參考上，將偏重歐盟的立法例與管制實務，但亦兼參考美國電信法規與管制實務。另外本文也針對未來結合審查中可能發生的重要議題，例如新興電信服務與現有電信服務之間的相關市場界定、既有業者是否會在新電信服務市場造成進入障礙等議題，進行較深入的分析與探討，並提出具體建議。

從無線語音通訊(Voice)的日漸普及，以及日益下降的語音ARPU(Average Revenue Per User)的趨勢看來，所有的行動電信營運商(Telecom Operator)都開始在鑽研如何去推動數據的收入(Data Revenue)，以及所謂的加值型服務的利潤，借以廣增收入及營運利潤的提昇。所以如何建立一個正確的『營利模式』成為全世界所有行動電信營運商最關切的焦點之一。 台灣在行動電信數據服務以及加值型服務方面，其實發展得很早，曾經有過兩次相當大而且相當慘痛的失敗經驗。一次是在2000年和信電訊股份有限公司曾經有過引進日本NTT DoCoMo i-mode的慘痛失敗經驗；另外一件是在2003年亞太行動寬頻電信股份有限公司也曾經歷過引進韓國SK Telecom的SKVM數據服務平台技術移轉的失敗經驗。這兩起的案例由於個人都剛好身歷其境，所以印象特別深刻，檢討起來失敗的原因固然很多，但是其中如何去正確建立一個適合台灣的主客觀環境的『營運模式』卻是一個相當值得探討的問題。 手機一直是行動電話產業裡最熱門的話題，從以前的所謂的『大哥大』(AMPS類比式)手機時代，走入今天的第三代行動通訊所謂的3G『智慧型手機』的時代。手機應該算得上是繼PC電腦以來，發展最快，對人類的生活文明最具影響力的產品之一。PC是坐著那邊使用的工具，而手機卻是人們天天帶在身邊，帶著到處跑的『不可或缺的一部分』。有的人每天也許可以沒有去用電腦，但是很多人每天如果沒有手機在身邊的話，那會是一件非常嚴重的事情。手機發展的很快，也愈做愈像一台能夠隨身帶著走的『智囊包』了。不但包辦所有個人週邊的服務，尤其是所謂的『多媒體影音及下載』功能(有人稱之為:「多媒體手機」)，『網際網路』上網及網路週邊的服務功能，甚至所謂的『人對機』、『機對人』、以及『機對機』等未來無比的想像空間的一些功能及發展。所有設計出來的『營運模式』都要先透過手機去呈現在消費者面前，電信營運商也要先去做許多的驗證實驗(Initial Service Launch)以後，再去正式的推到市面上去。然後再從消費者的滿意度指標(KPI)裡去確認這些被建立的『營運模式』是正確的。 本論文就是站在是一個行動電信營運商(Telecom Operator)的立場，從『智慧型手機』的發展角度來探討未來應該如何去正確建立一個『營運模式』來。主要論述點是從國外一些成功的行動電信營運商們的『營運模式』做切入點，再探討一些台灣的第三代行動通訊上所謂的『加值型服務』(Data Service數據服務)一直發展不起來的原因；另外再從『智慧型手機』以及『手機上網』的角度去探索出一些建議，以做為正確建立一個『營運模式』（Business Model）的基礎。本研究著眼於在行動電話傳統以來就以「語音(Voice)」為主要獲利的「營運模式」，在經過「第三代行動通訊」從「建置期」到「營運期」動態競爭市場愈演愈烈的情勢下，行動電話營運商從一個完全「主導的角色」逐漸轉變成一個「中介者的角色」，其「營運模式」的選擇固然會因為各家電信營運商的「財力、物力」；及「可動用的資源」有所差異，但是在「策略」及「營運模式」的釐訂上也有相當大的學問，有時候看人家(國外)的成功，及複製人家的「成功關鍵因素」並不見得就會「一定成功」的。重要的是要能在「不同的競爭環境」下，以及「艱困險惡的競爭態勢裡」，要能「看得到別人沒看到的市場」商機，要能「把握到每一個轉折的時間點」，然後將「有效的資源集中的投下去」，勝利成功是必然的。 本研究主要的結論包括： 1. 第三代行動通訊數據服務及加值型應用服務之營運模式(Business Model)與傳統的電信服務以voice語音為主的營運模式有顯然的不同點，無法以現有的營運模式來經營數據服務及加值行應用服務。但是採行「老二主義」(也就是所謂的「跟隨主義」)在第三代行動通訊市場動態競爭環境下是可行的策略之一。（本研究案例--日本KDDI及亞太行動即為其例） 2. 傳統以「語音」為主的「營運模式」與「數據服務及加值型應用服務」為主的「營運模式」差異點為以語音為主的營運模式其主要在於對語音服務的『資費價格』(Rate price)做調制，就會對市場及競爭者產生影響力，而且這些調制的主控權是可以完全操控於營運商的掌控中的。對數據及數據加值型應用服務營運模式來說，電信營運商必須退居於「中介者」的角色，以撮合各個價值鏈的「供應商」們一起來，創建「最高的客戶價值」，並從這些撮合的過程中分得應有的利潤。(本研究案例--日本NTT DoCoMo i-mode) 3. 本研究案例是以國內行動電話，一個已完全競爭的市場裡，以一個後進者(本研究案例公司—亞太行動）開始進入市場，在幾經仔細觀察競爭者的動態後，終於發現了一個「競爭者忽略的市場空間」；以及「競爭者沒有發現的市場空間」，然後再以「更便宜的產品」切入市場，終於勝出於市場。 4. Apple繼iPOD及iTune成功之後，以一個在Music Download世界裡，完全以提供消費者Content內容服務的角度。另外，Google也以一個提供消費者全方位Internet網際網路服務的角度，雙雙切入「智慧型手機」市場，甚至於「整個的行動電話市場」，確實帶給整個手機市場無比的震撼。本研究發現iPhone也好，Google Phone也好，都是從消費者使用行動電話的角度，利用「開放型營運模式」去切入市場。這與傳統行動電話營運商，採完全「封閉型營運模式」有顯著的不同。到底「開放型營運模式」與「封閉型營運模式」最後誰會勝出呢？ 5. 數據產品的營運模式與傳統以語音為主的營運模式不同，語音產品受「價格調制」的影響很大，而價格的調制是完全掌控在行動電話營運商手中的；但是，數據產品的使用量必須經過「學習」、「認知」、「確認」及「喜好」等過程才能逐漸增加它的使用量，而這些過程中的因素變動並非完全掌控於行動電話營運商手中，因為行動電話營運商在數據產品市場中扮演的角色是「中介者」撮合的角色。本研究發現數據產品的初期投資較高，但是同質性高，容易在上述過程中被市場淘汰，但是一旦其中有一項產品能成功的在競爭的市場裡存活下來，其他同質產品的失敗都會因為這項成功的產品而能於短期內回收回來。所以數據產品必須要採「多路徑投入」方式之營運模式。 成功的數據產品，其營運模式所營造出來的利潤，都是在所謂的「長尾期」。正如同「i-mode」的母親：松永真理小姐所說的：「追求wants而非追求needs」，「我們想做一個連自己母親都能夠輕易操作的服務」等等，這些原則或信念，看似無甚高論，但卻是市場、行銷、消費的原理。而松永真理之於「i-mode」的可貴之處正在於，她去除了高科技產業的「不可親」性格，她把高科技產品拉回到人性面、市場面來處理。她看到了連結於高科技產品與市場間的「niche」。 最後歸根結底，一個數據產品的「營運模式」被成功的碩造出來，其實是來自於「不懂科技」、來自於「原創性」、來自於「生活化」、來自於「人性」、「自然」及「生活中不斷的那種來自於心靈深處的創新思維」。 / From wireless voice communications growing popularity, as well as declining voice ARPU (Average Revenue Per User) of the trends, all of the operations of telecommunications operators have begun to study how to promote the income data (Data Revenue), as well as the so-called value-added services to profit, in order to widely by income and operating profit improved. So how to create a correct 『Profitable Business Model』 as the world's telecom operators all actions focus of most concern. Taiwan in the operation of telecommunications data services, as well as value-added services, in fact, the development of very early, there have been two very large and very painful experience of failures. One was in 2000 and the KG Telecom Co., Ltd. had introduced Japan NTT DoCoMo i-mode failure of the painful experience; another in 2003 Asia Pacific Broadband Wireless Co., Ltd. has experienced through the introduction of SK Telecom of South Korea SKVM data services platform technology transfer failures. The two cases are just for personal involved, so was particularly impressed to review with a lot of reasons for the failure of course, but how to correct for the establishment of a right 『Business Model』to fit Taiwan's subjective and objective environment is a very worth exploring problems. Mobile Handset has been the mobile phone industry's hottest topics, from the previous so-called 『Big Brother』AMPS analog phone era into today's third generation mobile communications (3G) so-called 『Smart Phone』3G era. Mobile phones should be considered following the PC computer has been the fastest growing of civilized human life the most influential one of the products. PC is sitting side-use tools, and mobile phones are necessarily carried it every day, with around an integral part of you. Some people did not go a day may be able to use computers, but many people every day if there is no Mobile phone in the side, it would be a very serious matter. Mobile phone development soon, but also more like to do more one can carry away 『a think, smart-tank pack』. Not only do all individuals of the surrounding services, especially the so-called audio-visual and multimedia 『download function (some call it: 『Multimedia Mobile phone』，Internet surrounding、the Internet and network service functions, and even the so-called 『People to Machine』, 『Machine to People』, as well as 『Machine to Machine』 『next great imagination, such as some of the features of space and development. All designed 『Business Model』 must first go through a cell phone in front of consumers, telecom operators have also done a lot of verification experiment (Initial Service Launch) after the formal go to the market to go. And then from the consumer's satisfaction indicators (KPI) where these have been established to confirm the 『Business Model』 is correct. In this paper, is standing on is a mobile telecommunication Mobile Operators position, from 『Smart phone』 development perspective to explore how the future should be the correct 『Business Model』 of the establishment. The main discussion points from a number of successful operations abroad carrier's 『Business Model』 make an entry point, and then explore some of Taiwan's third-generation mobile communication; so-called 『Value-added Services』(Data Services) has been developed with not that much successful by now the reasons; additional from 『Smart phone』and 『Mobile Internet』 perspective to explore a number of recommendations to serve as the correct Business Model of the establishment basis. This study focused on the mobile phone which traditionally has been to 『Voice』 as the main profit "Business Model", after "third-generation mobile communications" from the "build phase" to "the service and operational period" become increasingly dynamic and competitive markets situation, mobile phone operators from a completely "leading role" gradually transformed into an "intermediary role", And its "business model" option of course, because each carrier's "financial and material resources"; and "available resources" be different, but in the "strategy" and "operating mode" setting also has considerable big science, and sometimes they look (outside) the success of, and copying other people's "critical success factors" and will not "necessarily successful". Is important to be in the "different competitive environment" and "difficult competitive situation in the sinister", to be able to "see other people do not see the market" business opportunities, to be able to "grasp the turning point of each point in time "and then" effective concentration of the resources go to vote, "the victory of success for granted. The main conclusions of this study include: 1. Third-generation mobile data services and value-added application services business model and traditional voice telecommunications services to voice-based mode of operation have clearly different points, not to the existing mode of operation to run data services and value-added application services firms. However, adopting the "second doctrine" (that is, the so-called "follow the doctrine") in the third generation mobile communications market and competitive environment is feasible strategies. (In this case study - Japan's KDDI and the Asia-Pacific Broadband Wireless operations shall Example) 2. The traditional "voice"-based "business model" and "data services and value-added application services," mainly "business model" point of difference to a voice-based mode of operation lies in its main voice services 『 tariff price 』(Rate price) make modulation, will be on the market and competitors influence and ownership of these modulators can be completely controlled in the control of operators. Data and data value-added application services business model for telecom operators must take a back seat in the "intermediary" role to bring together the various value chain "suppliers" are one up, to create "the highest customer value," and From these match the process of due share of profits. (In this case study - Japan's NTT DoCoMo i-mode shall Example) 3. This case study is based on the domestic mobile phone, a perfectly competitive market, with a backward person (in this case study the company - the Asia-Pacific Broadband Wireless), began to enter the market, after careful observation in the dynamics of competitors finally found a "competition who neglected market space "; and" did not find a competitor's market space, "and then" cheaper products "into the market, finally winning in the market. 4. Apple following the iPOD and iTunes success, to a Music Download world, completely in order to provide the consumer point of view Content Services. In addition, Google also provides consumers with a full-service Internet point of view, both into the "smart phone" market, and even "the whole mobile phone market", indeed to the entire mobile phone market unparalleled shock. The study found that iPhone, or, Google Phone, or are using a mobile phone from a consumer point of view, by using the "open mode of operation" to cut into the market. This is the traditional mobile phone operators, mining completely "closed mode of operation" has significantly different. In the end "open business model" and the "closed mode of operation," Who will win the final then? 5. Data products mode of operation with traditional voice-based mode of operation is different from voice products are "price modulation" a great impact, while the price is in complete control of the modulation in the hands of mobile phone operators; However, the use of data products must go through "learning," "cognitive," "confirmed" and "preferences" and other process to be a gradual increase in its usage, and these factors in the process of change is not complete control over the mobile phone operators hands, because mobile phone operators in the data market's role as "intermediary" role comes together. The study found data products a higher initial investment, but the homogeneity of the high, easy to in the above-mentioned process were eliminated, but once one has a product can be successful in a competitive market survived the failure of other homogeneous products because it will of successful products that can come back in a short period of recovery. Therefore, data mining product must be "multi-path input" mode of the mode of operation. The success of data products, and its profits created out from business model are in the so-called "long tail period." As "i-mode" mother: Miss Matsunaga Mari said: "the pursuit of wants rather than the pursuit of needs", "A Service we want to do, even their own mothers can easily operate the service," and so on, These principles or beliefs, seemingly high theory, but it is the market, marketing, consumption principle. Matsunaga Mari in the "i-mode" is a valuable point to, apart from her to go high-tech industries "not nice" character, her high-tech products back to human face, face to deal with the market. She saw the link in the high-tech products with the market between "niche". Finally, after all, a data product "business model" has been successful created made out, in fact, come from "do not understand technology" from the "original" from the "life" and from "human", "natural "and" the kind of life continued from the soul of innovative thinking. "

本篇論文主要在探討台灣行動電子產品的市場擴散模式，以行動電話、筆記型電腦與PDA為例，來探討個別行動電子產品的產業發展概況。 ■　行動電子產品的擴散模式，有以下的特性： 1. 在運用技術採用生命週期理論前，需要先注意本身產品的特性，如「易攜性與方便使用」、「具個人隨身資訊管理功能」、「具傳輸資料的通訊功能」、「具智慧型處理能力」，以瞭解會吸引何種潛在使用者。 2. 行動電子產品本身的可攜性、資料處理功能，皆吸引了第一區隔族群的早期使用者購買，因此行動電子產品的初期銷售皆呈現了一波看好。 3. 行動電子產品面臨的成長不連續，是由於產品本身的功能性已吸引第一區隔族群的早期使用者，因此可呈現一波成長。但因為產品的「可靠性」、「便利性」以及「價格」因素的問題，無法吸引早期大眾的青睞，讓產品本身的市場發展出現不連續的狀態。 4. 行動電話、筆記型電腦、PDA等，其在產品的功能性上皆可吸引早期使用者的購買，但在吸引早期大眾的購買上，還是以改良其操作介面、提高產品的穩定度來做著手。因此真正影響到潛在使用者購買產品的，決定性因素還是在於產品本身的特性，若產品的價格功能比達到潛在顧客的標準，以及其操作便利性容易，則會吸引潛在顧客的購買。外部環境的影響以及資訊擴散對於提升潛在使用者購買動機的影響較小，而是以將非潛在使用者進而轉變成為潛在使用者較有所幫助。而除了外部環境與資訊擴散外，產品本身功能的延伸也可以擴展潛在使用者的數量與族群。 5. 行動電子產品的主要兩個區隔族群：「商業人士」、「非商業人士」，早期使用者主要存在於商業人士中，而非商業人士則是以早期大眾、晚期大眾為主，因此要提升產品的銷售，可由鴻溝出現前的顧客需求與非商業人士的需求差異，作一比較，針對其中的產品特性差別作改善。 ■ 資料處理取向的筆記型電腦與通訊導向的行動電話在族群擴散時，不同點為： 1. 資料處理取向的筆記型電腦與PDA，由於其潛在顧客數量與族群本身就被資料處理、數位助理限制住，因此容易讓潛在顧客陷入成長的困境中。因此若要讓潛在顧客群的數量有大量的提升，則需要靠電腦教育的普及，以及網際網路的助益，才有辦法讓電腦使用人口提升，進而增加潛在使用者的數量。 2. 相較於通訊導向的行動電話，由於行動電話本身的通訊功能是大眾不可或缺的，因此其潛在顧客群規模本就比較大，發展的潛力也大了很多。 3. 除了潛在使用者的問題，筆記型電腦與行動電話本身的使用障礙也有很大的差異，筆記型電腦本身的視窗系統雖然越來越人性化，但其問題與安裝仍有進入障礙，不像行動電話的軟體系統上使用便利，因此其成長曲線呈現快速的成長。 4. 在資料處理與通訊功能結合下，將會產生無線數據傳輸的功能，而在這兩功能的族群交集下，由於於資料處理的族群數量有限，因此其潛在使用者可能不是無線通訊的使用者，而較可能為是同時使用兩種功能下的使用者，因此可考慮在此前提下進行族群的探討與發展。 / Since 1997, the mobile electronic products became more and more popular, including mobile phone, notebook computer, and PDA. Because of the revising of communication law in 1997, the wartime of the mobile phone industry came. More and more people in Taiwan started to pay attention to mobile phone, and cheaper and cheaper the price of mobile phone is. In this way, the mobile market in Taiwan grows very fast. The rate of popularity of mobile grew to 80+% in 2000. Since the price of notebook computer down in 1997, the sales of notebook became better. Beside the price down, the popular of Internet and Win95 system are the main reason of the growth of notebook market. Another mobile electronic product: PDA, will be the next star of mobile electronic product. That is why this thesis trys to discuess these three mobile electronic products. <Objectives> This thesis trys to investigate the growth of the market of mobile electronic product, including mobile phone, notebook computer and PDA. This thesis will discuss the diffusion model of mobile electronic product in Taiwan, including the diffusion of distinguish of customers, the model of each different product the same or not. The furthermore, this thesis still try to establish the common diffusion model of mobile electronic product. The main object of this thesis is: 1. The characteristic of mobile electronic product. 2. The develop model of each mobile electronic product market before the growth of discontinuity. 3. The reason of the discontinuous growth of each mobile electronic product. 4. The influence of product reformation, diffusion channels and environment on the diffusion of divisive customers. 5. To develop the common diffusion model of mobile electronic product by the characteristic. <Research Structure> This thesis is based on diffusion of innovation as the core and supported by the industry report. According the diffusion reports and book, a diffusion model should include four elements—environment, product characteristic, diffusion channel and divisive customers. The research structure is as follows: In this diffusion model, including four main elements—environment, product characteristic, diffusion channel and divisive customers, each one element effect on another one. The environment would affect the characteristic of product and diffusion channel and customer behavior. The characterisic of product will affect on the customer’s purchase desire. The diffusion channel will decide how many customers knowing the product, and the diffusion channel include two kinds of channel—production diffusion and information diffusion. <Case Choice> This thesis choose three mobile electionic product: 1. mobile phone 2. notebook computer 3. PDA <Research Methodology> This theris adopts the case study using industry report and in-depth managers and customers interviews. Before interviewing, the author has collected related data and the under-practicing data of every industry. <Case Analysis and Conclusions> 1. Before using ‘Technology Adoption Life Cycle’, we have to understand the characteristic of the mobile electronic product, in order to understand what kind of customer will be attracted. 2. The property of carrying and data processing of mobile electronic product will attract the early adopters of first division customers. 3. The discontinuous growth of the product is because of the incomplete of reliability, convenience and price, so the early majority don’t want to purchase the product. 4. To make the customer to purchase the product, the critical factor is the characteristic of the product. If the product has complete capability, the customers will have willing to buy. 5. The main two divisive customers is ‘business people’ and ‘not business people’. The most of the early adopters is included in first division, and the second division is mainly formed of early majority and later majority. If we want to know the difference between the demand of early adopters and early majoritys, we can know it by comparing the demand of first division with second division.

藉由研究無線通信產業標準的制訂過程與主流標準的形成機制，本研究探討過去有關影響產業標準建立的文獻與個案，提出系統發展過程中，各影響因素扮演的角色與提供的功能，以瞭解在無線通信產業中，影響一標準脫穎而出成為市場主流的關鍵因素。本研究主要的研究發現如下： 一、政府的政策對標準後續發展相當重要，若政府態度是採開放競爭，則將在境內形成多種標準競爭而耗掉大部分能量，未來在標準向外推展上較吃虧。反之政府若能主導統一標準，常能使相關資源更集中焦點來發展單一標準，未來對外推展上較能成功。 二、協會能否發揮協商能力，使各業者提出之標準能相結合，是主流標準形成之關鍵之一，協會若能使各業者放棄成見，取得共識形成單一標準將有助於標準之發展。 三、對標準主導者而言，若能成為主流標準確實擁有很多潛在利益，為爭取標準的支持度，便會有很多遊說及策略聯盟產生，若能取得越多成員支持，常較能形成主流標準，因此標準擁有者若能降低權利金門檻，甚至將其免費授權並公開架構，標準成為市場主流之成長速度將會加快。但若成員過於複雜也容易阻礙標準演進的進度。 四、第三代行動電話的應用以多媒體為主，這是相當革命性的嚐試，故能否找到消費者公認的殺手級應用服務（killer application）成為成敗關鍵要素之一。 五、標準形成之發源地需有足夠的經濟規模量的支持，才能累積足夠資源向境外擴展。 六、標準形成在發酵期必須取得單一標準共識，在漸進變化期於境內快速建立成功經驗，並順利將成功複製於境外地區，這個模式較能成功成為主流標準。另在建立標準時需有明確的願景與目標、具國際化的規格設計，才可減少在對外擴展時之障礙。 / This thesis is intended to make explicit the roles played and functions provided by the various factors in the process of system development by means of an investigation of the process of the formation of a wireless communications standard and the mechanism that makes it a dominant. By studying the documents and cases on the factors affecting the establishment of a standard, we have come to recognize six fundamentals that make it stand out as a dominant. These six fundamentals are summarized as follows: 1. The policy made by the government plays an essential part in the further development of the formation of a given standard. If the government adopts an attitude of open competition, then lots of related resources will be wasted on the keen competition between vying forces in the local market, which is, in turn, detrimental to outward expansion. On the contrary, if the government integrates the related resources and helps form a unitary standard, the standard may succeed in opening other markets. 2. The Association is also an important positive contributor in the process of the formation of a unitary standard. The Association should do its best to mediate between each vying standard to reach an agreement and adopt a unitary standard, which is definitely instrumental in the further development. 3. For those who want to direct the formation of a standard and get the tremendous potential profits from it, they will do a lot of lobbying and form strategic alliances to attract more supports for the standard. When succeeding in doing so, the owners of the unitary standard can speed up the growth of its market by lowering the royalty and license limit, or even by opening its architecture with a free authorization. 4. The application of the third-generation cellular phones features multi-media, which is a considerably revolutionary attempt. Therefore, the success of it depends on whether the standard can come up with a killer application that appeals to consumers. 5. The local market from which the standard originates should be big enough to support it, so the standard can stand firm on the strong basis and reach out for other markets. 6. The formation of a standard should be based on an agreement of a unitary standard at the ferment stage. And at the transition stage, it should build up a successful experience as soon as possible in the local market and then successfully duplicate the model in the international ones. Besides, a definite goal and a clear vision as well as internationalized regulations and designs all contribute to lifting the barriers in its expanding outwards.