近年來，台灣高科技廠商開始投注大量的心血在於專利申請上，由公告的美國專利數目，台灣專利權人2005年在美獲取專利數已位居美國以外國家的第三位，在這樣的數據下，應該值得驕傲，然若從訴訟案例來看，台灣廠商卻仍明顯處於被指控專利侵權的窘境，在光電產業、光儲存產業、半導體產業、IC設計業等，有相當多的案例說明台灣廠商雖然在專利的數量上已達一定的成效，但營運上卻因為專利議題而障礙重重。 許多專利聯盟案例的成功，如MPEG LA與DVD 6C都說明了以專利為基礎所產生標準後能帶來的龐大商業利益。使得標準之爭，成為國際級大集團的必爭之地。反觀台灣或是中國，近年來都有許多與標準相關的聯盟產生，但都未能為主流產品所遵循、參與。 本文藉由MPEG-2 的案例，對於技術、專利、產品、產業的相互關係作一實證的探討，並以國際級跨國公司的智權管理來分析其營運模鏈式。發現推動標準的領導廠商，在標準制訂過程中，積極地參與標準組織、轉化研發成果為專利；在專利的佈局上，也善用專利申請的技巧在各國廣佈專利；積極推廣標準成為主流後，再組成專利聯盟、訂立授權機制。 國內廠商，若要制訂標準、組成專利聯盟，應建立許多研發的配套機制，例如研發過程中，標準、產品與專利的結、產業上中下游價值鏈的安排、研發聯盟的組成等。 / Hi-tech companies in Taiwan have begun to focus their resources on patent prosecution and the added-value thereafter in recent years. According to the statistics of USPTO, Taiwan ranks 3th on the total patent granted to a foreign origin. This is clearly an achievement to be proud of. However, Taiwan companies are still subject to many infringement challenges, be they in the field of optoelectronics, optical storage, semi-conductor or IC design. Clearly the growing patent ownership has not quite resolved the intellectual property issues these companies must overcome. The success of patent pools can bring profit to companies. In cases of MPEG LA and DVD 6C, they makes standard war a critical issue to international companies. On the contrary in Taiwan and China, many alliances aiming to promote standard fail to become standard finally. The case of MPEG-2 is analyzed in the aspects of technology, patent, product, industry and also their interactions. In addition, the IP management of the business model is also discussed. We found the leading company of industrial standard are aggressively participating the standard organization and applying patents. In patent application, there were skillfully in filing patents in different countries. After the technology become dominant standards, they start to form patent pool and build the license mechanism. Domestic companies should establish the infrastructure of R&D before setting standard and forming patent pool. For example, the connections of standard, product development, patent application, industrial value chain and R&D alliance should be planed and established during R&D process.

隨著科技不斷快速進步的同時，並在數位匯流與高速通訊網路技術的發展下，多媒體資訊衍生了許許多多的應用，且由於載具的不斷創新，使得我們看電視不需局限在電視機前、看報不用弄得滿手油墨、看書也不需帶著沈重的書本、聽音樂也不用為了一首歌而花費大錢買一堆自己沒興趣聽的音樂等等。這些科技帶給人類更便利、更舒適的生活，也帶給企業運用科技創新建立了許多經營模式(business model)的機會，成功掌握機會的企業取代或瓜分了原有市場領先者的市場大餅，成為新的競爭者。 過去零售流通產業中，以「品牌連鎖通路」的經營模式企業佔有廣大的市場佔有率，為市場成功經營模式之ㄧ，但近年來於由網際網路科技的興起電子商務經營模式(e-business model)正快速的改變零售流通產業的風貌。 本研究主要以研究「線上音樂之經營模式」與「破壞性創新」二部份，試以Apple 之iTunes Music Store 之成功經營案例進行個案研究，再以創新理論分析其成功原因及其是如何產生破壞性創新。而因為數位化本身將會與資訊科技的整體環境進行連鎖反應，因此會形成許多不同的通路機會，帶來許多具破壞性創新經營模式的機會。 有鑑於國內外的競爭環境日益激烈，而掌握創新的機會可能帶來成功的契機，本研究希望透過有系統的個案研究，為自身企業在結合國內政府推動數位產業的大環境之下，找到成功的方向。故本研究之目的為： 一、暸解國外itunes music store 的企業經營模式如何產生破壞性的創新，進而成為市場的領導者。 二、瞭解國外Amazon 網路書店企業經營模式如何產生破壞性的創新，進而成為市場的領導者。 三、瞭解國內博客來網路書店企業經營模式如何產生破壞性的創新，進而成為市場的領導者。 四、瞭解電子商務特性對出版通路的影響。 五、在電子書的發展的機會下，提出現有出版通路可能的發展策略與方向。 / Due to the rapid development of high-speed information communication technology and digital convergence, there are more and more multimedia systems and applications. With the media innovation, we are no longer limited to watching TV only on televisions. We don’t need to get our hands with inks while reading newspapers. We don’t need to bring heavy books for reading. Moreover, we don’t need to pay lots of money to get a CD to hear only one favorite song. These technologies make people’s lives more easily and more comfortable, and they also supply the foundation for new business models based on technology innovation.Companies which catch the opportunities start to gain market shares and may even replace the existing market leaders. In the retailing industries, companies with the business models of brand chain stores had large market shares, and this business model was one of the successful business models in the past. However, in the recent years, with the Internet technology, e-business models are changing the retailing industries rapidly. Our research is focused on business models of on-line music and destructive innovation . First, we did a case study to analyze the success of the business model of Apple iTunes music store. Then, we analyzed why it succeeded and how the disruptive innovation occurred. According to the diagnostics, digitalization itself will have the chain reactions with the overall information technology environments. These reactions bring lots channel opportunities. These channel opportunities offer the likelihoods of creating disruptive growth. With the fierce global competitions, companies are eagerly seeking innovation opportunities. Our research aims to offer both the enterprises and the government the direction to success in the digital industries based on systematical case studies. The purposes of our research are as follows: 1. to analyze the business model of Apple iTunes music store, how the disruptive innovation occurs, and why Apple iTunes music store becomes the market leader in USA; 2. to analyze the business model of Amazon on-line book store, how the disruptive innovation occurs, and why Amazon on-line book store becomes the market leader in USA; 3. to analyze the business model of books.com.tw on-line book store, how the disruptive innovation occurs, and why books.com.tw on-line book store becomes the market leader in Taiwan; 4. to analyze the impacts of e-commerce on publishing industries; 5. to offer the possible e-book strategies and directions to existing publishers.

專注於科技創新並將之轉化為智慧財產權的應用，可說是通訊產業競爭的關鍵因素；專利不但是通訊科技演變與進步的註腳，也相當程度地解釋了為什麼Ericsson與Nokia之所以屹立不搖，為何Qualcomm得以崛起，為何Ericsson與Sony要合資成立索尼愛立信，又為何NTT DoCoMo的i-mode得以成為今日全世界最成功的無線上網服務，而Lucent與Siemens又為什麼無奈地逐漸淡出市場？答案就是科技的創新與管理！ 本研究試圖在既有的競爭與策略的理論上，以專利為核心，來探討電信事業如何在飽和的行動通訊市場，透過專利的取得，獲致先進的技術，進入新市場，以強化自身競爭優勢；進而藉由授權及執行之策略運用，佈建專利保護網，排除競爭對手進入市場；同時利用專利創造公司財富、提高股東價值，並可作為併購、合資等談判籌碼，以達到產業控制等目的。 因此，本論文即在探討電信事業如何運用專利策略，以創造績效，項目如下： 一、探討電信事業的專利現況並做案例分析。 二、探討電信事業如何運用其專利，並結合運用國內、外專利策略的理論。 三、訪談電信事業經理人，探討專利如何從行銷、技術與法律面達成公司目標。 四、探討電信事業如何利用專利作為談判籌碼，以便在各種交易中取得優勢。 本文以圖表方式呈現台灣五個主要電信事業的專利現況，先依據各業者申請中華民國、美國以及中華人民共合國之專利項目與數量，比較何者擁有最多專利權；進而探討其是否也相對的具有最強的競爭優勢。並以實際案例呈現台灣主要電信事業發生之專利糾紛，及其如何研擬與執行專利策略，並與理論作如何之結合。 從本研究之實際案例與專利策略模型得之，企業應該在平時就體認專利不只是技術部門或法律部門的業務，公司高階主管更要認知專利策略與公司的行銷策略或財務目標是緊密結合的。尤其應該要求專業經理人將專利資產視為「企業家精神」的一環來重視與培養，如此一來，專利策略的成本效益就得以自然顯現，並與公司的行銷策略與營運目標相互結合。 關鍵字：電信、產業鏈、專利、策略、專利策略、專利分析 / Focusing on innovation and make it a strategy of IPR is one of the sustainable factors of telecom operation in such a fierce competition. Why Nokia and Ericsson keep their competitiveness ? Why NTT DoCoMo and its i-mode are so successful ? Why Lucent and Siemens both fall behind from their telecom competitors ? The same reason in common is technology innovation and management. Patent strategy primarily includes 3 parts,which are obtaining patent rights, creating patent value, and enforcing them. Patent strategy should run with Marketing strategy so as to apply patents as an isolating mechanism to deterrent other competitors, and to leverage patents to maximize income or using patents as bargaining chips to strengthen companys’ position in dealing with the third parties, as well as to defend themselves against patents owned by others. As a result, patent decisions become sources of dynamic capabilities in the never ended competition. In this paper, 2 qualitative analysis researches are presented. First, there are several patent award lists of Taiwan’s three major mobile companies breaking down by ROC, USA and PRC respectively. Secondly, 5 in-depth interviews with 4 high rank managers of Fareastone and it patent law firm were made to show how FET perform it patent strategy against a service product made by another mobile company and software company. This thesis is to provide telecom companies with a successful case study in formulating a patent strategy and expects to raise the suggestion for managers in telecom industries regarding the strategic importance of patents and patents management should be part of the “Entrepreneurship”. Keywords: Telecom, value chain, Patent, Strategy, Patent strategy, Patent analysis

行動電視是發展行動商務的重要基礎，近年來由於傳輸技術的進展使得行動電視服務的提供成為可能，透過數位電視廣播技術與行動通訊網路的整合包裝，業者可提供更豐富的行動商務內容。行動通訊業者、廣播電視業者，及手機業者由於亟欲開發下一波的主流商品和服務，紛紛投入行動電視的相關發展。不過，行動電視屬於全新且跨領域的商業模式，還有許多問題有待克服。本研究企圖將這些問題釐清，除了探討行動電視價值鏈上各價值活動的發展方向以及整合模式，亦進一步探討行動電視服務的關鍵成功因素，以及南韓SK Telecom與日本NTT DoCoMo發展行動電視服務的策略。針對上述研究問題，本研究之研究結論如下： 1. 行動電視價值鏈的發展：內容業者必須針對手機平台開發專屬的節目內容；數位電視廣播技術以及行動通訊網路將朝向互補整合的方向，才能為消費者創造更多價值；手機製造業者必須克服天線、耗電量，以及體積的問題，並且設計容易使用的操作介面。 2. 整合模式：分為由行動通訊業者主導、由廣播電視業者主導、由行動通訊業者與廣播電視業者共同合作，以及由第三方業者提供服務這四種主要的營運模式。其中，行動通訊業者與廣播電視業者共同合作被視為較可能普及的營運模式。 3. 關鍵成功因素：透過產業資料分析以及專家訪談，本研究整理出以下六點要素，分別為政府的態度、良好的網路傳輸品質、終端設備的設計、各方可接受的營運模式、具吸引力的內容，以及可負擔的價格。 4. 個案探討：南韓SK Telecom與日本NTT DoCoMo皆非常注重內容的發展，除了重新設計節目內容、持續發展新內容，亦不斷累積相關的數位內容資源，由其策略發展重點，也可以再次印證關鍵成功因素—「內容」的重要性。 / Mobile TV is considered as the basis of mobile commerce. Through the integration of digital broadcasting and cellular network, companies can provide more mobile service. Due to the development of digital broadcasting and cellular network, offering service of mobile TV becomes possible. Mobile operators, broadcasters, and mobile phone manufactures are all eager to develop new products and service. Therefore, they start to develop mobile TV business. However, mobile TV is a brand new business model and relates to different industries. There are still lots of difficulties that need to be conquered. This research analyzes the development of mobile TV value chain, possible business models, key success factors, and the cases of SK Telecom and NTT DoCoMo. The following is the conclusion of this research. 1. Development of Mobile TV value chain: content providers have to develop exclusive programs for mobile phone; digital broadcasting and cellular network should be integrated; mobile phone manufactures need to conquer the problems of battery, aerial, and size. 2. Business model: there are four possible business models, inclusive of leading by mobile operators, leading by content providers, cooperation of mobile operators and content providers, and service offered by the third party. The third business model is considered as the one which will be popular. 3. Key success factors: there are six factors, inclusive of government’s attitude, good transmitting quality, design of hand-held device, business model accepted by all involved parties, attractive content, and acceptable price. 4. Case discussion: SK Telecom and NTT DoCoMo all think highly of the development of content. They plan to develop exclusive programs, enrich the content, and accumulate related digital contents. Their strategies reveal the importance of content again.

Kurs: Ämnesfördjupande arbete i logistik och ekonomistyrning, 2FE02E, 2FE20E Författare: Therese Jakobsen och Matilda Magnussen Handledare: Petra Andersson Titel: Etiskt ansvarstagande – Med avstamp i de gap som kan uppstå mellan ett företags uppförandekod och en underleverantörs arbetssätt Bakgrund: I dagens samhälle krävs det att företag tar ett större etiskt ansvar och verkar för en hållbar utveckling. Det ansvarsfulla företaget är ett uttryck för det företag som aktivt arbetar med Corporate Social Responsibility. Ett verktyg i arbetet med det är att utveckla en uppförandekod, även kallat Code of Conduct som dikterar riktlinjer och normer företagets verksamhet ska genomsyras av. I och med detta uppmärksammas oetiskt beteende i en större utsträckning och tydliggör vikten av att arbeta aktivt med CSR. Vilket leder fram till en problemdiskussion om hur ett företag kan ta ett etiskt ansvar med avstamp i de gap som kan uppstå mellan ett företags Code Of Conduct och en underleverantörs arbetssätt. Syfte: Syftet med denna uppsats är att redogöra för den process som startar då företag misstänker att det finns ett gap mellan deras CoC och underleverantörers arbetssätt. Detta för att redogöra hur processen hanteras vid upptäckt av oetiskt gap med avstamp i ett inköpande företags CoC och en underleverantörs arbetssätt och belysa hur processen kan förbättras. Metod: Denna uppsats är en kvalitativ studie och bygger på expertintervjuer samt ett typföretag. Två konsulter som kan tituleras experter inom ämnet hållbarhet har intervjuats och ett typföretag har studerats. Urvalet av respondenter och företag är gjord via ett bekvämlighetsurval. Studien har positivistiskt synsätt och utgår från en analytisk induktion som angreppsätt. Slutsats: Hur processen utformas då ett företag misstänker ett oetiskt beteende hos en underleverantör varierar från fall till fall och beror på varför företaget tar ett etiskt ansvar och hur det appliceras i praktiken. Det finns en tydlig koppling mellan ekonomin och hållbar utveckling där ekonomin har en förmåga att både främja och stjälpa den hållbara utvecklingen. I arbetet med Corporate Social Responsibility och stävan efter hållbar utveckling är det bäst att agera i förebyggande syfte, anfall är bästa försvar. Nyckelord: CSR, hållbar utveckling, etiskt ansvarstagande, Code of Conduct, värdekedja, leverantörsrevisioner, process och arbetsmetod.

This thesis adds the market orientation approach to a global value chain analysis of four farmed seafood value chains from two Asian countries to the EU. The overall aim of the research is to critically evaluate whether, and to what extent, access to market information is the key to unlocking the potential of developing countries to create greater value: whether knowledge is power. The objectives of the thesis are therefore to explore the process of generating market information in seafood value chains from Asia to the EU; understand under what conditions market information is, is not or is only partially disseminated; and, evaluate the role of market information in responses by chain agents that create value. In order to achieve these objectives, fieldwork was conducted along the length of shrimp (Penaeus monodon) and prawn (Macrobrachium rosenbergii) from Bangladesh, and shrimp (Penaeus vannamei) and tilapia (Oreochromis niloticus) from Thailand to the EU. The EU is the world’s largest single market for imported fish and fishery products. France, Germany and the UK were selected for fieldwork as they are primary importers of the species from the selected countries. The research found that although increased knowledge is necessary, it is not a sufficient condition for increased value creation. Instead, the research advances existing understanding of seafood value chains by revealing that successful integration of developing country producers into global markets is partly dependent on governance and industry development in the exporting country. Weaknesses in these structures and relationships undermine supplier power by reducing access to market information, lessening incentives for sharing information, and restricting response capabilities. A number of methods for overcoming these constraints were found in the chains examined, focusing on direct links between market and value chain agents. Importantly, the research found that integration is also dependent on the willingness of those with a market presence in importing countries to share knowledge and power. Critically, the research has led to the conclusion that the possession of market information is one way for value chain agents, particularly those downstream, to guard knowledge and power for themselves. A better understanding of seafood markets and an improved analysis of aquaculture value chains from Asian countries to the EU revealed through the research will facilitate public and private responses that focus on the competitive advantage of the whole chain as a means to more sustainable development. This may well promote new chain configurations that place a premium on stronger and more collaborative linkages, increasing coordination between weak and strong suppliers and contribute to private sector development assistance. Only when knowledge is shared and suppliers gain power, will the market orientation of seafood value chains be improved, if not optimised.

The purpose of this study is to answer the research question of how a service company (ServiceCo) could achieve a transfer price of its services. This is of particular interest, due to the growth of service firms that have rapidly increased and surpassed the manufacturing firms, as well as the dominant logic shifting towards services. However, the problem with this field of study is that transfer pricing with regards to the service industry, is a rather unexplored phenomenon in which the guidelines and theories are mostly directed towards manufacturing firms. This study uses a single case study approach where ServiceCo’s organizational characteristics were analyzed in order to attain the information required to understand how ServiceCo could achieve a transfer price of its services. Furthermore, this study uses the Eccles (1983) MAP and the OECD Guidelines, as well as incorporating Porter’s (1985) value chain. This study assesses that ServiceCo, in its current state, uses a sub-optimal transfer pricing method of its services. Therefore, a change in the transfer pricing method was suggested to ServiceCo. Given the organizational characteristics of ServiceCo, the results led to the conclusion that ServiceCo could benefit from a residual analysis in the profit split method, in which an actual full cost plus mark-up compensation could be used on its routine functions, and the residual profit could be split between the entities based on the intangible assets employed, functions performed and the risks carried.

The majority of households in the hill regions of Nepal are net consumers of their agricultural produce. The harsh geographical topography, low landholdings and uncertain weather make households in the hills more susceptible to food insecurity. This research examines the role of small millets in achieving food and livelihood security for the people of Dhikur Pokhari VDC in Nepal. As a project based on qualitative research, data was collected through semi-structured interviews, observations and focus group discussions. In addition, market and value chain analysis for small millets was conducted. The findings show that small millets have a significant role in ensuring food security, particularly for the marginalized households. The findings also show that, through their exchange properties, small millets contributed towards generating household livelihoods. Further, findings revealed the existing formal and informal markets for small millets and showed a direct correlation between small millets-based market, and food and livelihood security for the people of Dhikur Pokhari VDC.

Bamboo is an abundant resource in Ethiopia and has a great potential for commercialization, which can drive rural development. In view of these realities, this study analyzed the state and determinants of small-scale bamboo commercialization in Ethiopia. Data were collected from three major bamboo-growing districts (Awi, Sidama, and Sheka) and four urban centers (Masha, Hawassa, Bahir Dar, and Addis Ababa) via semi-structured interviews, group discussions, and questionnaire surveys with key actors along the value chain. Results revealed distinctive differences in proportion of cash income, value chain structure, and management engagement among the districts. Percentages of cash income were 60.15, 42.60, and 9.48 at Awi, Sidam, and Sheka, respectively. Differences were statistically significant between Sheka and both other districts (p = 0.05), but not between Awi and Sidama. The value chain structure showed that compared with Sheka, Awi and Sidama have a relatively large number of actors involved. The major factors explaining commercialization differences among regions were distance to market and presence of alternative forest products. Within Sheka, households with larger family size, higher education attainment, and access to training reportedly engaged more in commercial extraction. Therefore, we conclude that development of infrastructure for linking resource and consumer centers and expansion of extension education among producers may enhance the commercial engagement of producers and improve the accessibility of bamboo resources for commercial production.

隨著行動裝置及行動通訊網路的日益普及，人們可以突破時空限制、行動化地以完成各項活動，其中，支付方式的行動化即為「行動支付」。行動支付機制多元並進，從最初的簡訊傳輸（SMS）交易付款、到延伸PC版界面至行動裝置的手機瀏覽器頁面（WAP）付費，以及最新結合感應功能的近距離無線通訊（NFC）手機信用卡付款，以及結合行動裝置相機掃描功能的QR Code行動條碼付款等等，不同的行動支付機制各有其點，本研究以不同的分類方式歸納行動支付機制，並以「行動支付機制特性盒」針對國內外比較常見或是未來具有發展潛力的行動支付機制，從適用情境、參與業者以及支付流程，以呈現、比較不同行動支付機制的形貌。 不同的行動支付機制因運作模式不同，所形成的商業模式以及產業價值鏈也不盡相同，而產業中的各方參與業者在發展或推動行動支付的參與誘因、資源與優勢、商業模式、產業定位亦有所不同，本研究試著描繪行動支付產業價值鏈，涵蓋提供行動支付服務主要活動的參與者，以及提供週邊軟硬體、認證機制等間接支援性活動的相關業者，並針對不同業者的特性及在行動支付產業中的定位分別描述，歸納三大行動支付商業模式，分別是金融業者主導下的商業模式、行動通訊網路服務業者主導下的商業模式，以及第三方支付業者主導下的商業模式，並藉由探討國內外行動支付案例，以及訪談台灣行動支付產業的相關業者，作綜合性實務分析。 綜合文獻探討、深度訪談的結果，本研究歸納出在行動支付的演化上，具有多元並立性及典範移轉性，且不同的行動支付機制會造就不同的商業模式及產業價值鏈樣貌。未來，隨著台灣行動支付的相關法令逐漸鬆綁，台灣的行動支付將進入快速發展時期，根據過去各國在發展行動支付上的經驗及行動支付未來的整體發展趨勢，本研究提出以整合性的觀點去發展行動支付機制及商業模式，並以此建立產業價值鏈的定位及密切的策略夥伴關係，使各個參與業者能更加發揮互補性的核心競能，共同帶動行動支付的創新和普及。 / Mobile technology has become increasingly common in today’s everyday life. Mobile payment (M-payment) comes with mobile technology, which allows people complete payment in an easier way and without time and space limits. There are a variety of M-payment mechanisms, such as SMS, WAP, to NFC and QR code. Each mechanism has its characteristics. This study compares and analyzes different M-payment mechanisms in categories and under the characteristics of M-payment procedures. Different M-payment mechanism brings out different business models and industrial value chains. Each participant in the industry has its motivations, resources, advantages, business model and positioning. On one hand, this study tends to describe three main business models and the industrial chain of M-payment mechanisms based on secondary data. On the other hand, this study conducts in-depth interviews with specialists from mobile network operator, banks, stores, and consumers to collect first-hand information. Combining documentary analysis and in-depth interview, this study comes to a conclusion that the evolution and development of M-payment has the characteristics of multiple existence and paradigm shift. In addition, the business model and the industrial value chain both vary from mechanism to mechanism. In the future, as Taiwan has relaxed M-payment related rules and regulation, the development of M-payment in Taiwan is expected to be prospering. Our study offers several practical implications to developing integrated M-payment mechanism, business model, and relationship in industrial chain in order to facilitate successful development of M-payment with complementary advantages of each party.