台灣目前行動電話市場已趨向飽和，所以已經擁有了高普及率，那麼高使用率就是下一階段該努力的方向。而加值服務就是促使高使用量的關鍵。 加值服務讓行動電話從「耳朵的時代」轉變成「眼睛的時代」，不再只是接打電話的工具，而是可以下載電影、聽音樂，甚至行動電話不再是工具，而是個人代表。 行動商務的運用需要三個條件。基礎建設的創新、加值服務的應用與手持式裝置的成熟。基礎建設的創新是要讓無線網路的技術穩定、快速且全面無死角，才有辦法談到後續的加值服務。其次是加值服務的應用，加值服務的應用不需贅言，他會是加值應用服務的核心，其必須滿足使用者的需求才有意義。最後則是手持式裝置的成熟，其中包括顯示方式、大小及格式相容等問題。 在強調以人為本的現代社會，行動電話也將從人出發，滿足使用者的需求。所以Mobile 2.0就這樣出現。 所以本研究將以Mobile 2.0概念出發，研究未來行動商務的應用和可能發展的硬體裝置。 / The mobile communication market in Taiwan has reached saturation with cell phones being readily accessible. The focus for future development hence points to increasing the usage of such communication devices, and the key lies in the introduction of accessorial services. These accessorial services allowed telecommunication to evolve from the “age of hearing” to the “age of visualization”. Communication devices no longer serve to simply communicate, but also to download movies and to listen to music. They are no longer used as tools, but as a representation of the user. There are three factors involved in the application of telecommunication in business: infrastructure, accessorial services, and hardware installation. A well-established infrastructure involves a stable, efficient, and well-covered wireless network and enables the use of accessorial services. The application of accessorial services must fulfill the customer's needs. In addition, the installation of hardware must be well developed to be fully compatible between differences in size, graphics, formats, etc. With the modern society taking the idea of individualism as the center, communication devices will do the same to fulfill users' demands. This is the idea behind "Mobile 2.0." The study is based on the ideas of Mobile 2.0 to study future business applications and hardware accessories.

過去的行動通訊產業價值鏈一直是由運營商業者所主導，運營商業者以透過建立專屬開發平台的方式，逐漸形成以其為核心的封閉花園（Walled Garden）生態體系，並控制價值鏈中整體利潤的分配，而產業中包括手機製造商、內容供應商及軟體開發商等其他業者皆只能遵循其所制定之遊戲規則。 然而，隨著應用與內容、終端裝置、平台至行動網路等各種產業之開放趨勢驅使之下，在3G時代之後的行動上網價值鏈中，能夠成功匯集終端用戶與開發者的廠商，才有資格成為價值鏈的新興主導者，而以往運營商業者透過封閉式平台掌握產業價值鏈主導權的方式，更開始面臨來自各方業者的挑戰。 2007年11月由Google及開放式手機聯盟（OHA）所推出的Android開放式平台，更因此造成行動通訊產業生態環境產生重大的改變。從Google 把代表著網際網路自由與開放特性的Android平台及相關配套策略推入行動通訊產業之後，即吸引眾多廠商加入開發，產業中廠商之間的競合關係從此將更為複雜，運營商業者更是首當其衝面臨失去主導權的地位，甚至將淪為僅提供行動網路傳輸數據資料的笨重水管（dumb pipe）角色；然而，由Android所形成的產業開放生態環境一方面亦意味著許多新機會的產生，對於長期處於產業壟斷地位的運營商業者而言，如何因應Android平台並將之轉化為轉型的動力，將是其未來發展所面臨的最大挑戰課題。 本研究認為，運營商業者應以本身擁有的優勢（行動網路、終端用戶資訊、金流機制等）為基礎，並依各自發展利基與市場定位考量選擇利用Android平台發展不同之因應策略，可大致分為建立自有Android-based終端裝置、與Android相容的自有應用服務平台（service platform）以及與Android相容的自有作業系統等。而本研究藉由兩運營商業者之個案研究後發現，運營商業者建立與Android相容的自有應用服務平台及作業系統應為較佳之發展策略，除較能發揮本身的優勢之外，並得以掌握終端用戶使用體驗及開發社群，進而擴大用戶基礎，建立以運營商業者為核心的開放式生態系。 / In the past, mobile operators were predominant in the value chain of mobile communication industry. They created a so-called “Walled Garden” ecosystem in the industry through the development of proprietary platforms and controlled the overall allocation of profits in the value chain. Other players in the industry, including handset manufacturers, content providers and software developers had to comply with the rules set by the mobile operators. However, with the advent of open in applications and contents, user devices, platforms to mobile networks, in the wake of 3G mobile internet value chains, the vendors which are capable of converging end-users and developers, are able to lead the value chain. In the meanwhile, operators who controlled the industry value chain through closed platforms would begin to face challenges from vendors everywhere. In November of 2007, Google and Open Handset Alliance (OHA) introduced Android open platform, which exerted enormous influences in the ecosystem of mobile communication industry. When Google put Android, which stood for freedom and openness of the Internet, and other accompanying strategies into the industry, it attracted many vendors to participate in the development of Android platform. In the same time, collaborations among vendors in the industry became more complicated, and mobile operators were hit the hardest by losing the leader’s role or even relegated to the role of “Dump Pipe”, which only providing their mobile network for data traffic. However, the open industrial circumstances established by Android also created new opportunities, and in the future how mobile operators seize these opportunities and utilize Android platform would be the major challenge for themselves. In this study, the author argued that mobile operators must set their own advantages (including mobile networks, informations of end-users, money flow…etc.) as a foundation to develop their own niche and market positioning. The response strategies stemming from the foundation can be categorized into establishing Android-based devices, Android-based service platforms and Android-based operating systems. And through conducting case studies on two mobile operators, this study found out that to establish Android-based service platoforms and Android-based operating systems would be more suitable for mobile operators to utilize their advantages. In addition, they are able to control the end-user experiences and developer’s communities by these two approaches to enlarge their user base and build open ecosystems that are centered on mobile operators.