本文介紹德國刑事訴訟法中電信通訊監察與談話監聽（包括住宅內談話監聽）措施的規定，與德國聯邦憲法法院基於人權保障對住宅內談話監聽所設立的要求，並藉由德國法規與判決所設立相關標準，進一步來審視我國通訊保障及監察法有關規定是否妥適。 德國基於犯罪偵查目的之電信監察與談話監聽，主要規定在德國刑事訴訟法第100條a以下，對電信監察與談話監聽措施成立的要件作有詳細的規定，並作為本論文研究德國規定的主要架構。 其次德國聯邦憲法法院在2004年3月3日對住宅內談話監聽做出重要判決，判決認為私人生活核心領域 (Kernbereich privater Lebensgestaltung) 的保護屬於不可侵犯的人性尊嚴（Unantastbarkeit der Menschenwürde）。若涉及私人生活核心領域，則不允許基於刑事訴追目的進行住宅內談話監聽。並認為刑事訴訟法有關住宅監聽的部分規定未符合憲法上的要求，進而要求立法者修正相關規定。本文將介紹該判決所揭示的監聽基本原則，以及循該判決所揭示的原則，德國刑事訴訟法於2005年針對住宅內談話監聽措施所作的修正。此後，聯邦憲法法院上開判決所揭示的原則，並進一步導致2008年德國刑事訴訟法中電信通訊監察措施以及隱密性質偵查措施規定的大幅修正，本文亦將作一簡略介紹。 最後藉由德國刑事訴訟法中針對電信偵查措施與談話監聽的規定及其中所揭示的法律原則，反思我國現行通訊保障及監察法規定有何進步的空間，以及我國現今是否應採行住宅內談話監聽的偵查措施。

As the digital convergence trend comes and the deregulation of telecom industry, it becomes more competitive in telecom market in Taiwan. The telecom industry now is not limited to voice service but mobile internet, broadband internet and even video contents. The business expansion and marketing resource allocation somehow become a conflict under the strong competition. This business plan is to a new bundling Product model in Taiwan telecom market to overcome the conflict. To make it more specific and practical, all assumptions are under the current business condition of Chunghwa telecom.

2007年是中華電信企業民營化的第二年，如同以往地在業務面及財務面締造了佳績。然而，在2007年9月時，中華電信與香港高盛簽下一紙長達10年期的外匯避險合約，使得中華電信在隔年第一季公佈高達新台幣40億元的未實現匯兌損失，引起市場一片譁然與投資人的輿論，認為此合約讓收入多以新台幣計價的中華電信陷入了不必要的衍生性商品陷阱之中。本個案讓閱讀者以當時中華電信財務長謝劍平的角度，帶領閱讀者解構、分析這個極具爭議的的結構型商品。過程中牽涉到避險決策、契約評價、代理問題、公司治理、外匯預測、市場效率性等議題。2008年10月契約觸及匯價32.7終止，中華電信最終獲利新台幣3010萬元出場，新台幣10多億的帳面損失也全數回沖。個案閱讀者能從中學習到重要的思考過程，並做出權衡之下對股東利益最好的決策，我們發現這個外匯避險契約本身並無絕對好壞，因為這是一個風險控管與節省成本的抵換關係，端看決策者的出發點、需求及風險偏好決定。 / 2007 was the second year after the privatization of Chunghwa Telecom, the financial performance was strong as usual. However, on September of the same year, Chunghwa Telecom had signed a 10-year currency hedging contract with Goldman Sachs, which leads to NTD 4 billion unrealized book losses in the first season of 2008. Investor and the public were shocked about it, because it was not compatible with the company’s corporate image, and the book losses was too huge. Many public opinion criticized that it was a big mistake for Chunghwa Telecom, which let them fall into the trap of financial derivatives. This case put students back to the scenario of September 2007, played the role as Chunghwa Telecom’s CFO, CP Shieh. The case will guide them understand how to decompose and analyze a tailor made structure product provided by investment bank. In the analyzing process, readers will involve many interesting issues, like hedging decision, contract valuation, agency problem, corporate governance, forex forecasting and market efficiency. October 2008, the contract knocked out by reaching NTDUSD quote 32.7. Chunghwa Telecom end up gained NTD 30.1 million from the contract and over NTD 1 billion unrealized book losses were also reversed. Case readers can acquire important intuition during the analyzing process and make decision based on the shareholder’s best interest. There is no absolute answer to dictate whether this hedging contract was good or not, because it was a tradeoff between risk control and cost saving. It depends on the decision maker’s point of view, demand and risk preference.

自十九世紀末以來，購併已成為企業成長與改變競爭環境的重要推手。在面臨國際化的趨勢與全球化的競爭思維下，透過購併其他企業的方式，巳成為規劃經營策略的一種競爭模式。面臨新經濟的時代，電信產業的競爭方式丕變，因為市場的解除管制與科技的進步，更造成近年來電信產業的快速變革與蓬勃發展，相關購併的案例更是在全球蔓延，其規模與成交金額更是履創新價。 　目前國內電信產業的結構，已因全球化、自由化的衝擊而有所重大變革，整體的經營環境與競爭程度，已自動被迫升級與國際一流的企業相互競爭；另因國際間的購併動作不斷，顯現企業在競爭激烈的環境中，為確保其競爭優勢而不斷擴張企業版圖的決心，導致現階段的購併涉及諸多策略性的考量，呈現出「大者恆大」的現象。電信產業在必須創造規模經濟的前提下，專家更是建議電信業者藉由購併的方式以擴充營運規模，尤其是以電信大廠為首的新競爭局勢，購併勢將成為公司資源分配的有效方法之一。 　因此本研究採用歸納法，綜合文獻探討、個案分析與專家訪談等方式，完成電信產業之發展趨勢與效益分析，並比較國內外電信購併之個案，整理主併與被併公司的動機與背景因素，希求透過相關案例的分析，汲取其購併策略之規劃與經驗。 最後，本研究提出以平衡計分卡結合五個構面的動態價值因子，作為評估企業競爭力分析的基礎；並依據Michael Porter、Milford B. Green與Arthur Andersen所提出的"”Competitive Strategy”、”The Merger Framework”與”eMerger & Acquisition”為基本架構，嘗試建立適用於電信產業規劃購併策略之參考模型，將企業放進「電信產業環境」中考慮，以協助業者在制定經營策略、提昇產業競爭力與規劃價值導向管理系統之參考，因為無論企業採取何種購併的方式，皆須具有經營策略及購併準則，唯有認清自身與環境的互動關係，方能有效且正確地因應未來的發展與衝擊。 / Since the late 1800s, mergers and acquisitions (M&A) have become a driving force in both corporate growth and changing competitive environments. As the trend of internationalization and globalization, to merge other company becomes a competitive mode of planning business strategy. Facing the era of new economy, the competition of telecommunications industry is changing abruptly owing to the market deregulation and technology progress, and the phenomenon of mergers and acquisitions on telecommunications industry have increased with time. As mergers and acquisitions of an existing company typically speed up the entry process as well as the easiest way to diversify. It also takes a potential competitor out of the market. Due to the telecommunications liberalization in the past years, the structure of telecommunications industry has been modified. It forced many companies have to compete with other big companies worldwide. In order to survive in this intensive market and ensure the competitive advantage, the effect of "big is beautiful” involved strategic making in a lot of company. Even someone suggests that it is not the only good solution to expand the scale of business by merging other company but maybe an effective way to relocate resources efficiently. 　This research mainly uses three different methods, which are literature analysis, cases study and interview with experts to figure out the development trend and beneficial analysis of telecommunications industry after liberalization in Taiwan. We would like find out the motivation and background both acquiring company and target company by finding the planning story in merging a target company through the analysis of cases study. 　Finally, the research provides the basic structure combined the Balanced Scored Card with five-dimensional value system for the purpose of evaluating the corporate competition. Especially, the research develops a reference model of how to plan the mergers and acquisitions strategy in telecommunications industry modified to “the competitive strategy” for Michael Porter, “the merger framework” for Milford B. Green and “eMerger & Acquisition” for Arthur Andersen. In addition, this research imitates Porter’s points of the issue of “putting the company into the industrial environment” to consider. It will be useful for proprietors to organize the business strategy and to work out the value management system. As we know, only does the company understand the interactive relationship with circumstance. It can be effective and correct to cope with the development and impact on the market in the future.

傳統的電信公眾網路服務事業，具有攸關民生之公益色彩，因此往往受到政府管制。在我國電信事業為獨佔之公營事業，近年來隨著自由化的潮流，電信業務也逐步開放競爭，但由於新電信業者加入市場，一方面放鬆管，另一方面又衍生新的管制問題。在費率制度上，我國係由政府制訂電信費率計算公式予以規範。此外，電信業務困共同使用網路，具有聯產品特性，成本劃分不易，而電信局也一直未建立成本劃分與費率調整之關聯性機制，以致長期以來有交叉補貼現象，本研究究從電信業務管制特性、費率及成本三方面來探討，提出一適合管制性電信業務訂價決策之成本劃分觀念性架構。本文結論建議如下： 　　一、結論 　　1、管制性費率宜反映成本 　　2、電信成本劃分制度宜能避兔交叉補貼與避兔共同成本分攤太過武斷，且能提供各種相關決策資訊 　　3、未來電信開放自由化將會產生新的接續費問題，為放鬆管制所衍生之新管制性問題，須在成本劃分機制及費率結構上一併考量應依據行業特性，制訂一套電信會計科目及列帳方式。 　　二、建議 　　1.理想的電信成本劃分制度，應追求產出資訊具有高度的決策攸關性 　　2.電信成本劃分架構，所產生之成本資訊，可因應資費政策制訂之需要作彈性組合 　　3.電信業務自由化之後，管制機構應設計一套符合電信行業特性之會計制度及統一會計科 　　4.組織形態應隨著電信局經營型態朝公司化及民營化改變而調整

The main purpose of this thesis is to analyse the current state of Gamtel less competitive nature in the telecom industry and therefore use its competitive advantage and core competencies to pursue and endeavour to invest on internet service provision mainly on broadband. With high expectations from the launching of the ACE, Africa coast to Europe submarine cable, the plan is to take the opportunity brought by this Landing station to significantly expand on its current broadband technology provision, which is DSL (digital subscriber line), CDMA 3G wireless broadband connection and Leased line connection. The growth in the sector is still encouraging between 8 to 10% and Gamtel is foreseeing to increase its already existing leadership in terms of market share on the internet segment or ISP internet service provider market. There is a high capital investment required for this project but funding could be obtain from banks and even state own corporation at better rates and also self-funding of over GMD 90 million. The cash flow projections had shown a positive net present value (NPV) thus; indicating that this plan will is viable. With the three product categories, it is assume that the DSL and the CDMA 3G wireless broadband could be the cash cows whiles the leased lines connection for broadband which used to bring the biggest revenue in the data category will likely be going down, an impact the ACE project will brought along as the biggest customers from this service were the private ISP who now can connect direct to the ACE cable. As the implementation of the ACE goes on prices are expected to further fall as bandwidth becomes cheaper and cheaper and volume or high quantity purchase of bandwidth starts to emerge thus economics of scale.

隨著電信技術的展進，台灣行動通訊已邁入3G，新進入者如威寶及亞太電信陸續加入產業以及94年10月台灣正式啟動行動電話號碼可攜服務後，繼過去2G業者激烈之競爭併購後，電信市場已進入到完全競爭之階段。但先進入者會有進入之優勢，相較於其他產業新進入者，電信產業之新進入門檻難度則是再度加高，新進電信業者如何進入市場與其相抗衡 ?為何這些新進業者先後都採用「網內互打免費」之定價策略做為其滲透市場及排除進入障礙以達成擴展用戶數之目標? 而此策略是否是最有效的競爭策略?對於既有業者、消費者以及行動市場之版圖之影響為何? 本研究就個案公司推出此策略後財務、業務變動、對既有競爭業者之影響、通路商及消費者之問卷調查，研究發現如下: 不是每間電信業者都適用「網內互打免費」之定價，但對於未達經濟規模之新進業者而言，卻是最佳及快速進入門檻之策略，也是對抗已擁有龐大用戶之既有業競爭者之最佳武器。 就個案公司在財務的構面與對既有競爭業者之影響比較下，發現個案公司採用此定價策略後，用戶數及營運狀況確實獲得大幅成長，而更早採用此策略之新業者亞太電信則早已提前損益轉正。而三大既有業者，也因此發生用戶轉移之現象，為因應客戶之流失紛紛推出類似但有限制之定價策略，形成電信市場最激烈之價格戰。另外，對於消費者而言，本研究問卷發現網內互打免費之電信費率價格可吸引七成以上之受訪者申辦以及對於電信業者間之用戶流動可產生高移轉力，由此顯示此策略確實為一有效之競爭策略，並且打破了過去行動電信業者所設計複雜、不合宜之資費制度，也是消費者所期望之資費結構定價，對大眾社會是一項很好之福利。 / The advancement of the telecommunication technology has propelled the Taiwanese mobile telecommunication into the 3G era. With new entrants such as VIBO Telecom and Asia Pacific Telecom joining industry, the 2005 Oct. implementation of number portability service, and the intense merger and acquisition activities among 2G service providers, the telecommunication market has become highly competitive. The incumbents in the industry will have advantages over the new entrants, and the entry barrier has become higher. How can a new entrant compete with the incumbents? Why did the new entrants use “On-Net Free Call” service plan to penetrate the market, to off-set the entry barrier, and to increase the number of users? Is this an effective strategy? How will this strategy affect the current service providers, consumers and how will it affect the market share? This research has studied the financial and sales impact of the company which has implemented the “On-Net Free Call” strategy. The questionnaire survey conducted with existing competitors, sale channels and consumers, has found that even though not every telecommunication companies is suited to apply the “On-Net Free Call” pricing strategy, it is the best strategy that can give the new entrants quickest way in to this industry. And it is also the best weapon against competitors who already have a large subscriber base. We compare the financial structure of the company implementing such price strategy with other competitors. We found the company using such pricing strategy has seen its customer base and revenue grown tremendously. Asia Pacific Telecom, which uses this strategy early, has already turned loss into profit. This strategy has caused customers to switch their operators and pushed other competitors to implement such strategy with limitation. As the result the intensive price competition in the telecommunication market has begun.Moreover, this study finds that the pricing of “On-Net Free Call” can attract 70% of the survey participants to apply and therefore increase the rate of transferring customer among telecommunication companies. We conclude that this strategy is an effective one and it also breaks away from the complex and the incompatible pricing structure. And most importantly, it creates a pricing scheme that is closer to consumer’s expectation and it is also a good welfare for the mass population and society.

數位內容產業為這幾年政府大力推廣的產業之一，為扶植數位內容產業能順利領導華文市場以落實知識經濟發展政府已於2002年3月將數位內容產業列為「新世紀兩兆雙星產業發展計畫」之一，而數位內容這種將傳統形式的內容透過數位科技的轉換，使無形資產可以創造出有形利潤的概念，正好是「知識經濟」的精神，因此台灣廠商若要走出有別以往製造業微利的競爭，就不能夠在全球數位內容產業中缺席。 而在數位內容產業中，行動內容是很重要的一個環節，由於電信網路為一封閉的系統，因此在收費機制具有高度的可靠性及安全性，而在終端設備方面，國內的手機市場也已將當成熟，根據數據顯示，台灣手機普及率已超過 100 %，而目前全球對於行動內容的發展又以亞洲市場之起步最快，且根據我國經濟部的資料，台灣3 G行動網路商機在二○○五年可達新台幣一百卅八億元，二○一○年更將突破三千二百廿二億元，商機潛力雄厚，而台灣行動內容整個產業可以說是處於一個剛起步發展的階段，需要相關文獻針對行動內容的價值鏈作深入的分析探討，特別是針對行動內容產業價值鏈中內容提供者、內容整合商與電信業者間的互動關係之討論，而本論文認為，內容業者進入行動內容產業具有一定門檻，而目前存在之內容整合商提供的功能尚未成熟，因此本研究認為行動內容加值平台在產業價值鏈有其生存的空間，未來更有甚著可能在產業價值鏈中扮演極關鍵的角色。 因此本論文將以探索性研究的方式，提出一套「行動內容加值服務平台」之創新事業模式，並利用交易成本的觀點，進ㄧ步探討行動內容加值平台在產業中發展之空間及可能性，及研究眾多內容提供者與電信業者間之交易行為，使數位內容之價值能充分發揮。 本論文的結論主要可分為兩個部份，第一個部份就是前提假設驗證的結果，也就是平台存在的必要因素，而第二部份則是對於平台發展之建議，也就是平台存在的充要因素，分別論述如下： 一、 平台存在之必要因素： (1) 本平台存在能有效降低交易雙方之交易成本： 透過專業分工，能夠替內容提供者省去許多技術密集的工作項目，使其能夠專注於內容的開發；另一方面也替電信業者省去了搜尋內容的成本，透過與本平台的一次交易，接觸到更多的內容提供者，有效的降低交易成本。 (2) 本平台的經營具有經濟效益： 也就是說本平台的經營是能夠帶來利潤的，只要本平台所連結的內容提供者越多，對於降低雙方交易成本就會有越明顯的效果，相對的本平台的經營成本就能更有效的壓縮，所帶來的利潤也越大，本平台也越有獨立存在的空間。 二、 平台存在之充分因素： (1) 平台經營的重點及方向 交易前本平台應多瞭解市場對於行動內容的需求，主動針對電信業者可能的需求提供服務；交易中的營運重點應該放在系統界接與手機格式問題的解決；交易後：本平台需能主動提供給電信業者消費者使用資訊。 (2) 在降低交易成本的作法 像是「後台」概念的建立：建構一套系統架構，統一處理在行動內容交易的過程中產生之重複且繁瑣的動作，不但可節省分開處理之成本，而且方便管理。 (3) 在技術背景選擇的方面 目前發展 JAVA 技術的行動內容是需要花費較多成本，而且由於市場規模不夠大，因此並不能符合經濟效應。所以在本平台的經營上，必須密切注意行動內容相關技術的特性，並配合市場研究，選擇最適合之技術發展平台。 (4) 在平台的切入點方面 本平台要盡量避免電信業者經營的行動應用有所衝突，未來的應用將會越來越多樣化，技術層次也將越來越高，因此本平台更必須密切觀察新技術的發展，以利發展市場新應用，作為切入行動內容產業的最佳時間點。 / Digital content has been one of industries that government highly promotes since 2002. Transferring content of traditional forms through digital technology, digital content is able to make tangible profits out of invisible assets, which is the spirits of “Economics of Knowledge”. Therefore, we cannot be absent from the competition of digital content industry that is different from low-profit traditional manufacturing industry. Mobile content is an essential link in the digital content industry. For telecommunication network, charging system has had high security and reliability. For terminal equipment, cell phone market in Taiwan has been mature enough. According to Ministry of Economics, mobile content is an industry with high potentiality of making profit out of. However, in Taiwan, mobile content is at its infant stage and the functions of content integrators, which the researcher of this study regarded as a necessity of existence and a key role in the value chain in the industry, still have room for development. Therefore, there is a need to analyze closely the value chain of mobile content industry, especially aiming at the interaction among content provider, content integrator, and telecommunication industry. Using explorative way of research, we addressed an innovative business model , “Added-value platform of mobile content”. Besides, its development in the industry and transactions between various content providers and operators were discussed to make the value of digital content revealed. The conclusion of the study are two-fold. The first one is the results of hypothesis-verifying process, the essential factors of platform’s existence. The other is the suggestion of future development of such platform, the adequate factors of platform’s existence. The results are as follows. 1. The essential factors of platform’s existence (1) The existence of platform could reduce the transaction cost effectively. Professional cooperation lessons the tech-intensive work for content providers and enables them to focus on the development of content. Moreover, cooperation could help save searching cost for operators. (2) Operation of such platform brings profits. The more the content providers cooperate with the platform, the lower the transaction cost is. 2. The adequate factors of platform’s existence (1) Keys to platform operation. Before transaction, we should analyze the market, providing services that operators need. During transaction, we should focus on inter-system integration and cell phone differences. After transaction, we should initiate consumers’ feedback to operators. (2) Ways to lower transaction cost. Construction of “Back-end” idea: building a system that deals with repetitive and trivial action from various transactions can not only reduce cost but easily manage. (3) Aspects of choosing technology. We should avoid immature and high-cost technology at the beginning. Therefore, for platform management, we should notice the mobile-related technology. (4) Cutting points of the platform. We should avoid operation conflicts with operators and keep an eye on the development of new technology for new application of mobile content.

2007年7月26日，國家通訊傳播委員會（NCC）發放2.5-2.6GHzWiMAX 頻段之六張分區執照，包含北區及南區各三家業者取得。WiMAX技術具備良好的無線傳輸能力及高頻寬特質，因此WiMAX技術的後續應用也備受矚目。因應其發展趨勢，本研究將既有針對WiMAX技術定義的產業價值鏈研究延伸至營運商層次，探究整體WiMAX產業價值鏈的發展雛型。在整體產業價值鏈的情境定義之外，本研究同時透過個案研究，深入了解各別業者在既有產業價值鏈的架構之下，可能擁有的核心資源及競爭優勢，這樣的資源及優勢將影響其後續競爭策略的制定及商營模式的成形。由個案之發展經驗，本研究將進一步歸納台灣整體WiMAX產業的商營化挑戰。在個案選取上，本研究擬以遠傳電信作為研究對象，其選取原因如下： 1. 遠傳電信為既有電信三雄之一，已有電信市場經營基礎； 2. 其資本額最為雄厚； 3. WiMAX技術本身與3G技術形成競爭關係，遠傳同時擁有2G、3G及 WiMAX執照，對WiMAX技術的應用規劃或可做為後續觀察無線寬頻 技術市場競爭的重要指標； 在研究方法上，本研究以文獻分析法及深度訪談法為主，提出如下研究問題： （一）從產業外部層面的產業價值鏈來看 1. 臺灣WiMAX產業的相關價值鏈包含哪些產業行動者？ 2. 臺灣WiMAX產業的產業價值鏈建構面臨的挑戰為何？ （二）從產業內部的個案探究來看 1. 個案在WiMAX產業的發展上有哪些核心資源？ 2. 個案對於其核心資源的應用策略為何？ 3. 既有核心資源建構了個案哪些競爭優勢？ （三）總結：透過遠傳的發展經驗，歸納臺灣之WiMAX產業進入商營化的挑戰 為何？如何進行突破？ 透過研究分析，本研究回應研究問題如下： （一）從產業外部層面的產業價值鏈建構來看 1. WiMAX產業價值鏈共包含核心網路提供者、硬體製造產業、內容加值產業、通路服務產業及消費者等行動者； 2. 各產業價值鏈層級面臨的發展挑戰如下： （1）自身定位層面（核心網路提供者）層面：沉沒成本的壓力及時間 壓力的挑戰； （2）硬體製造產業層面：通路層面拓展； （3）內容加值產業層面：目前尚未被正式納入產業鏈運作； （4）消費者層面：市場需求不足使差異化優勢無法產生； （二）從產業內部層面的個案探究來看 1. 個案所擁有的核心資源如下： （1） 自身定位層面：基礎設備資源、龐大的資金資源、既有發展經驗的 傳承、專業技術的核心資源 （2） 硬體製造產業層面：規模經濟的資源、既有硬體建設的資源、 （3） 內容加值產業層面：既有結盟關係、集團資源的整合、議價能力 的優勢、具備整合能力 （4） 消費者層面：既有客戶的基礎、訂價策略的優勢、多元技術優勢、 養成使用者行為優勢 2. 個案所擁有的競爭優勢如下： （1）自身定位層面：具備多重且整合的核心技術、具備大量資金、市場 學習經驗曲線的縮短、能以更全方面的角度擬訂競爭策略 （2）硬體製造產業層面：對國內硬體製造業者具備議價力 （3）內容加值產業層面的探究：已有長久合作關係，可快速切入市場、 具備集團資源、議價力強、能主導營運模式的建構 （4）消費者層面的探究：已擁有固定客戶、較為彈性的訂價策略空間、 更精密的區隔消費者族群、對於消費者市場的推動更具主導能力； （三）總結 從營運業者角度來看，由於臺灣的固網普及率已高，WiMAX最大的商機潛力將集中於行動接收的加值服務之上；然因整體消費者需求不明顯，並無法給予行動終端設備業者將WiMAX技術延伸至手持式裝置的動機。由於終端設備業者多為世界大廠，臺灣營運業者在目前僅能以觀望的態度被動的追隨市場發展，不具備市場主導能力，因此相關的產業價值鏈雛形仍未完全發展。未來WiMAX的發展前景，將同時維繫於整體消費習慣的養成以及硬體產製業者的決策上，當行動接收成為普遍的應用形式，WiMAX營運業者才可能主動的推動相關應用服務；在這一段市場滲透的過程之中，滲透時程將影響新技術對於WiMAX技術的挑戰程度，巨大的資金需求也將影響營運業者的發展。

費率組合在電信業市場上行之有年，但長久以來，電信業一直以傳統的語音服務計費模式套用在所有的服務上，其中通話費的部分則是以通話時間作為計費的基礎，甚至連架構在語音服務上的數據傳輸也是如此。新引進的整合封包無線電服務(General Packet Radio Service, GPRS)在技術本質上與語音服務有很大的差異，因此計費方式也必須作一番變革，以傳輸量作為計費的基礎是較佳的選擇。 　由於GPRS屬於寬頻數據網路，再加上無線電資源的有限性，在傳輸品質上的要求也較高，GPRS在設計時就已經規劃了支援「服務品質(Quality of Service，QoS)」。因此，品質因素也應被列入計費的要項之一。 　本文嘗試提出一個GPRS的計費架構，並找出所有的計費因子，使未來經營GPRS的電信業者的行銷人員及計費系統設計人員有一個依循的準則。而在實例中也的確發現本文所提出的GPRS計費架構，可以應用在現實的計費系統上，提供各式各樣的費率組合。 / Pricing Package was used in telecommunications industry for many years. However, the operators always use the conventional voice service packages to cover the data services. The charge for every call is duration based but it cannot be applied for new introduced technology, e.g. GPRS. The technology of GPRS is quite different with the voice services; the charging model will be different as well. A volume-based charging model is an ideal way. 　GPRS is a broadband mobile data service. According to the limitation of wireless resources, the demand of quality of service is high. GPRS was designed to support QoS (Quality of Service) which can be considered as a charging factor. 　This material tried to propose a GPRS charging architecture and find out all of the charging factors. The marketing people and charging system designers of GPRS operators can create their own pricing packages based on this GPRS charging architecture. In the case study, we found that this GPRS charging architecture can be applied to the real world charging systems and provide kinds of pricing packages.