Abstract At present, the pervasion of cable television (CATV) is over 85% in Taiwan, so that the digitalization of CATV has brought an important influence to the Taiwan television industry. The purposes of this study are to explore the key factors of influencing digital cable television (CDTV) user¡¦s adoptive behavior by technology acceptance model (TAM). An extended TAM incorporating the notion of compatibility, trialability, observability, habits and network externality. Collecting data form one CDTV operators by convenience sampling. This study found that compatibility, trialability, observability, habites are directly positive to the perceived usefulness and perceived ease of use, whereas, the network externality was negative to perceived usefulness and perceived ease of use. In addition, network externality, perceived usefulness and perceived ease of use were directly positive to the behavioral intention to use. This study suggest that CATV operators could especially regard for providing ample and quality digital content and beta test of CDTV and making the CDTV simple to manipulate, while promote CDTV.

"Digitization" is the global economic policy and technology development trend of the times. Cable companies have begun the digital world layout a long time ago. This research aims at finding out what kind of role as enterprise architecture plays in the digital cable TV internal marketing management. In this research, we select ¡§C¡¨ cable company in Kaohsiung as a case study, using both participant observation and secondary data analysis for data collection purpose, conducting semi-structured interviews for interviewing purpose, in order to find out how much benefit is generated by applying enterprise architecture to the digital cable TV internal marketing management. We construct a digital cable TV enterprise architecture platform for the evaluation of marketing strategy. Through case study, comprehensive results shall provide digital cable TV industry some insight recommendations on the organization marketing management of promotion, the use of help, and marketing of reaching consensus and proper use of various marketing tools. This is the contribution of our research.

Since the merge of global media, the usage of digital cable is becoming popular in Taiwan. Even though the development of digital cable is difficult, the cable companies realize it is necessary to promote digital cable. Therefore, how do the companies meet the needs of the enormous cable consumers. The first steps are to understand the characteristics of earlier users, focus on target consumers and control and the opportunities of market are definitely becoming very popular topics. This research is based on Rogers¡¦s ¡§Diffusion of Innovations Theory¡¨. It includes five types, profitability¡Bcompatibility¡Bcomplexity¡Busage¡Band observation. This research is to test whether the digital cable meets the characteristics of new technology media. It also discusses the characteristics of earlier adopters based on the change of population, socio-economic status, personality and the trend of media. At the same time, we also examine the difference of samples between 97 cable consumera and 198 non-cable consumers. This helps us to understand the innovation characteristics of earlier adopters. From this research we will discover the similar characteristics of digital cable and other new media technologies. The early adopters except in the population variable of marriage and the personality characteristic embodiment ability, the fate idea, risk withstanding and so on three kind of special characteristics with the non- user, socio-economic status and I communication behavior special characteristic, the two has reveals the difference, therefore we can know sex, the age, the education level, the income condition and communication pathway, user level in digital cable TV uses or not the key aspect. Moreover, this study find out domestic digital cable TV or relative industry can be their promoting reference, at the same time the researcher also give them suggestion for their research and relative research in the future.

在數位有線電視的發展中，收視率系統從以往的統計調查方式得以進入到普查計算的方式，因此新收視率系統可以更精細。而在新的收視率收集調查中，有線電視業者有了全體收視戶的詳細收視行為資料，更可以有更多的應用方式。 本研究認為有線電視業者得以運用上述的資訊，再加上數位匯流下的其他用戶屬性的交叉分析後，產生出具有個人化推薦效果的新廣告平台；這樣的新廣告模式可為現有的廣告業者與廣告主所接受而採用。 同時，對於有線電視業者與新收視率系統公司的合作，或是現有有線電視產業中其他角色業者的合作關係改變，本研究也提出了可能性的分析與探討。 / In the development of digital cable television, the ratings system evolves from the statistical based approach into full audience based approach. So the new ratings system can be more precise. Cable system operators will have all subscribers’ detail viewing behavior information in the new rating collection process, thus they can have more applications accordingly. The study suggests that the system operators could combine above information with other user information from their digital convergence business landscape to produce new advertising platform with personalized recommended capability. This new advertising model will be accepted and be used by existing advertising companies and advertisers. Also the study has elaborated about the partnership possibility between system operators and the new ratings system company, as well as the possible relationship change among companies in existing cable industry.

數位科技的快速興起與發展，對傳統電視之價值鏈造成相當大的衝擊，促使整個電視產業的再造，重塑產業的競爭模式。日本政府由總務省精密規劃與強力主導之下積極推動廣播電視的數位化，早已1996年透過衛星電視開播日本首例之數位電視平台狹帶域CS，其進程快於台灣。 本研究期望藉由日本發展數位電視之經驗為借鏡，尋找出台灣未來數位電視之發展方向為前提，利用Porter之國家競爭優勢的鑽石模型理論，試圖從台日之發展現況比較分析台灣和日本兩國數位電視產業之競爭優勢，並嘗試針對台灣數位電視之平台發展方向、廣電法修訂方向及營運發展方向之三點，導出未來發展之分析建議，供以參考。 本研究對台灣數位電視發展方向之建議為如下： 一、 台灣政府可參考日本政府推動數位電視的方式加強積極度 二、 台灣應儘早建立「國家通信傳播委員會（NCC）」 三、 台灣可發展衛星電視，作為專門負責提供數位電視頻道之頭端 四、 本研究所提之數位電視播放的平台機制架構，可咨台灣數位電視未來發展參考 五、 台灣發展新衛星電視平台時，應參考日本之經驗，導入製播分離制度 六、 台灣應儘早建立數位電視之付費機制 關鍵字：數位電視、數位衛星電視、數位有線電視、數位廣播、鑽石模型 / The rapid rise and development of digital technologies have caused a major impact on the traditional television's value chain. The impact will compel the whole television industry to restructure and reconfigure their competition model. Through the careful planning and strong initiatives of its Ministry of Internal Affairs and Communications (MIC), the Japanese government has been aggressively pushing for digital television broadcasting. Japan’s first digital TV platform, "narrow band area Communication Satellite (CS)," was already in service by 1996. Thus, progress in converting to digital television was quicker in Japan compared to Taiwan. The premise of this research uses the Japanese development experience in digital TV as a reference point for the development direction for the future of digital TV in Taiwan. The research tries to apply Porter's diamond model to analyze the competitive advantages of the digital TV industries in Taiwan and Japan based on current development conditions. From the comparison of the competitive advantages, the research derives analytical suggestions for the future development of digital TV in Taiwan focused on the following three points: 1. Development direction of Taiwanese digital TV platforms. 2. Revision direction of Taiwanese Broadcasting and Television Law. 3. Development direction of Taiwanese digital TV operations. The suggestions for the development direction of digital TV in Taiwan are as follows: 1. The Taiwanese government can consult the initiatives taken by the Japanese government in aggressively promoting digital TV. 2. Taiwan should create a National Communications Commission (NCC) as early as possible. 3. Taiwan can develop the satellite television; specifically as a site for providing digital TV channels. 4. Taiwan’s future development in digital TV should follow a design for the digital broadcasting platform mechanism provided by this report. 5. When Taiwan develops the new satellite television platform, they should consult the experience in Japan where they separate the institutions for production and broadcasting. 6. Taiwan should create a payment mechanism for digital TV as early as possible. Keywords: Digital TV, Digital Satellite TV, Digital Cable TV, Digital Broadcasting, Diamond Model.

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.

有鑑於台灣將於2006 年全面轉換現有類比電視系統，進入數位 電視時代，此趨勢亦將帶動數位電視未來的成長與發展，但基於台灣 數位視訊服務與接收設備產品正處於起飛的階段，未來發展的不確定 性仍高，因此其市場商機與未來技術之發展就非常值得進行研究與探 討。故本研究藉由SRI 情境預測法，對台灣未來5 至10 年的有線數 位機上盒(Digital Cable STB)的功能、技術需求與市場狀況做分析預 測，並針對可能發生的情境，提出因應策略，以提供有線數位式機上 盒供應商做未來策略決策時的參考。 本研究係透過包含學界及實務界的專家群會議輔以腦力激盪的 方式循序討論出關鍵決定因素與驅動力量，並以三個不確定軸面形成 情境主軸，發展擴充成為情境內涵，再就各選定之情境(風雲年代、 市場導引、技術革命及夕陽餘暉)內容進行SWOT 及策略發展分析， 並發展出有線數位STB 供應商之市場及技術共通發展策略： 在市場發展策略方面，建議台灣數位有線STB 供應商考慮： 1.形成同業默契，避免掀起價格戰，維持合理利潤。 2.為避免分散力量，造成惡性競爭。應尋求同、異業結盟，擴大業務 規模及市場佔有率，並提高對供應商的議價力量。 3.與TV 業者結盟，推廣HDTV 市場。 4.取得主要CA 供應商授權，共同開發高成長潛力市場。 5.與MSO 業者結盟，合力推動數位視訊市場發展。 在技術發展策略方面，則建議應考量： 1.核心技術之提昇，如CA，寬頻通訊及HDTV 技術。 2.多功能STB 之開發，如DVD, Home Theater, Cable Modem, VoIP 及PVR 等。 3.與台灣半導體業者合作開發關鍵零組件(IC)以降低成本並掌握關鍵 技術。 4.Open Cable 之開發，以因應不同CA 系統之需求。 5.XDSL STB 與無線寬頻技術之研究。 / Taiwan government has formally announced to switch to digital TV program broadcasting from present analog TV program broadcasting system starting year of 2006. At present, digital video service in Taiwan is still in infant stage and with high uncertainty in future d evelopment trend. Therefore, it provides the motivation of studying the market potential and technological development of digital cable industry. This research is based on SRI scenario forecasting methodology to predict future functional, technological needs and the market status of digital cable set-top-box (STB) industry in Taiwan in the coming 5 to 10 years period. Then provide strategic directions to local digital cable STB manufacturers as the reference of strategic decision making. This research will go through a panel discussion with experts from cable industry and with professors’ involvement. To find out the key decision factors and driving forces, then select three uncertainty axes to develop the scenario content. Based on the discussion and voting result to pick up four most possible scenarios (Glory Day, Pull Enforce, Technology Revolution and Beautiful Sunset) for SWOT analysis and common strategies development from market and technology viewpoints. On the market strategies, suggest local digital cable STB manufacturers should consider: 1. Reach consensus with other digital cable STB manufacturers for pricing strategy, in order to maintain reasonable business profit and not fall into price-cutting competition. 2. Strategic alliance with other manufacturers to enlarge the business scale and strengthen the bargain power to suppliers. 3. Allied with TV manufacturers to stimulate the market demand of HDTV. 4. Authorized by major CA provider, co-develop the high potential market. 5. Allied with key MSOs to promote and accelerate digital video market growth. On the technological strategies, suggest local digital cable STB manufacturers should consider: 1. Core technologies enhancement, such as CA, broadband communication and HDTV technologies. 2. The development of multifunctional STB, such as DVD, home theater, cable modem, VoIP and PVR function built in STB. 3. Co-develop the key components (asics) with local semiconductor manufacturer to lower product cost and hold the key technology. 4. The development of open cable to meet different CA system’s requirement. 5. The research of XDSL STB and wireless broadband technology.