ABSTRACT Taiwan privatized the industry of celluar phone in 1998. The number of cellular phones has increased promply ever since. The cellphone density in Taiwan is ranked number one in the world in 2003. As competition increases, telecommunications companies are eager to attract new users by the value-added services like short messages and web-browsing. In the early phase of mobile development in Taiwan, journalists were the main category of heavy users. In the past two years, more creative services with strong promotions have been lauched by telcos, notably the value-added services. This study surveys how journalists in Kaohsiung, a municipal city in southern Taiwan, adopts these new mobile services and functions in improving news coverage, and whether these functions serve as useful assistant tool in reporting. Disseminated to all kins of media reporters in Kaohsiung, this survey finds that more than 50 per cent of sample journalists use value-added services, notably the short message function. Less than 20 per cent of participants use other functions, such as personal information management (PIM), web-browsing through cell phone, image transmission and ¡¥living database¡¦. It suggests that there is potential for further promotion of using the value-added services by phone. A factor analysis suggests that there are eight factors affecting journalists¡¦ technology adoption: time efficiency, dependence, a sense of safety, cost of bearing, function and cellphone brand, interference to work, and helpness to work. A further correlation analysis suggests that the previous six factors are positively correlated with the journalistic covering and editing benefit. Still, this study also suggests that some respondents do not use the value-added servives simply because they feel that basic voice mail function suffices in their work. But 90 per cent of them show strong intention to use it if mobile phone companies lowers prices and adds user-friendly functions. Among them, 40~50-percent are willing to use firstly the function of web-browsing as they see it the most useful in news coverage. Key words: mobile value-added service, news production, technology adoption, journalists, Kaohsiung

The mobile communication market in Taiwan is blooming developing, and the number of mobilephone users is growing up. Nowadays, over 90% of having-a-mobilephone users in Taiwan, even this number are tending toward saturation at present. Therefore, the telecommunication providers expect mobile value-added service can increase the revenue by taking advantage of 3G high-speed transfer rate. But lacking of the ¡§Killer App¡¨, this service doesn¡¦t attract people to use. The ARPU (average revenue per user) doesn¡¦t improve much as we anticipated. The purposes of this study are to realize present situation of mobile value-added service¡¦s development and to develop acceptable content that can be implemented. The study collected literatures and documents to analyze progress of mobile communication system¡¦s development and present situation of mobile value-added service¡¦s development, furthermore, make the development strategy of mobile value-added service according to the new product development procedure, then test user acceptance by TAM. The study proposes ¡§User-generated Content¡¨ as the new mobile value-added service. This service has 6 characters: ¡§highly personalized¡¨, ¡§timely¡¨, ¡§ease of use¡¨, ¡§rich information¡¨, ¡§highly integrated¡¨, ¡§cross platform¡¨. The result of TAM questionnaire proves that ¡§perceived usefulness¡¨ is positive influenced by ¡§timely¡¨, ¡§mobility¡¨, ¡§personalization¡¨, ¡§perceived ease of use¡¨, and ¡§attitude toward using¡¨ is positive influenced by ¡§perceived usefulness¡¨, ¡§perceived ease of use¡¨, ¡§relatives and friends¡¦ influence¡¨, ¡§price¡¨.

¡@¡@Since the release of 3G licenses in Taiwan telecommunication industry in 2001, the mobile value-added service application market hasn't matured yet to meet the public expectation, built up the service application ecosystem like NTT Decoma in Japan. However, a new and popular telecommunication standard, WiMAX (Worldwide Interoperability for Microwave Access) appeared and was referred to the most possible standard to compete as the 4th or even final generation these years for its tech advantage and promotion. In 2007, National Communications Commission has released 6 operating licenses, including FAREASTON Telecom, TATUNG InfoComm, VASTAR CABLE SYSTEM, FIRST INTERNATIONAL TELECOM, GLOBAL MOBILE and VMAX Telecom. Thus WiMAX is expected as the application platform which will likely succeed to develop digital content and mobile value-added service. ¡@¡@Because WiMAX Operators are promising industry in preparation stage, the study based on Resource-based View attempts to utilize the concept structure of Strategic Integration Model macroly, which operating scope, core resource and business network interact each other, designing a suitable case analyzing matrix model to study how Taiwan WiMAX Operators carry out the strategic deployment of mobile value-added services, induct the applying patterns of WiMAX moible service and generalize the key success factor.

As the fast development of mobile communication technology, mobile value added service (VAS) kept booming, the maturation of the mobile payment solutions also promoted the industry to become more consummate and profitable. As the cost of duplicating e-products is low while the return on investment is considerable high in this industry, many mobile VAS company are searching for bigger and challenging market such as China. The general aim of this thesis project is to provide practical solutions for these companies to successfully enter into the Chinese market. To fulfill this goal, the thesis studied behavior patterns of Chinese mobile VAS users by questionnaires, results indicated that variables and factors assessed in this study can significantly affect customers’ consume behaviours. Furthermore feasible business models and corresponding cooperative strategies were proposed and discussed in perspectives of value network, profitability and product control, which are tightly correlated to the commercialization of product. Moreover, this thesis introduced different marketing strategies to support the implementation of business models and introduced open and closed innovation conceptions for strategic development of mobile VAS companies’ growth in future.

2006年第四季我國行動總用戶數已達2324萬戶，行動上網用戶則達914.7萬戶，其中PHS與3G數據用戶已達462萬戶，首度超過GPRS的用戶，佔整體行動網路用戶比率51％。目前我國行動上網用戶佔行動總用戶數之39.34%，但行動加值服務卻只佔行動通訊業者營收的5%~10%，相較於日本NTT DoCoMo 2006年行動數據服務營收占整體行動通訊營收的29%，我國行動加值服務仍有許多值得開發的市場潛能。 由於國內先前對於行動加值服務相關領域的研究主要集中在市場面與使用者面向的研究為主，較少電信服務業者角度出發，進行服務創新模式與價值網路的研究。因此引發本研究對此研究主題的興趣，希望能透過本研究探討行動加值服務產業的服務創新與價值網路，對電信服務業者提出產業策略建議，進而創造出良性循環的產業發展環境，提昇我國行動加值服務市場的發展。 本研究針對下列問題進行研究：行動加值服務產業是否存在創新模式，這些創新模式有幾種類型？行動加值服務創新模式的創新驅動因子有哪些，這些因子彼此的驅動形式又有哪些？行動加值服務創新驅動模式是否存在產業的價值網路，網路裡的價值交換有哪些形式？如何交換？從創新模式與價值分析的結論中，電信業者能否找到可以協助產業創新和產生良性循環的經營策略？ 進而獲得下列研究結論： 1. 行動加值服務的三構面創新程度愈高，服務創新成果愈佳。 2. 組織調整、通路建置與行銷活動的配合有助於服務構面創新。 3. 行動加值服務創新驅動因子在創新過程中所扮演的角色不同，也影響了創新發展的形式。 4. 行動加值服務產業的價值網路包含電信業者本身、競爭電信業者、使用者、設備供應商、內容供應商、手機通路商、手機製造商等角色。 5. 行動加值服務產業具有良性循環的價值網路。 6. 行動加值服務的價值交換的形式包含經濟價值、整合價值與無性價值交換。 並進而對電信服務業者提出下列方向建議： 1. 電信服務業者與使用者之間。 2. 電信服務業者與服務供應商之間。 3. 電信服務業者與互補廠商之間。 4. 電信服務業者與其他電信服務業者之間。 5. 電信服務業者本身。 關鍵字：行動加值服務、服務創新、創新驅動因子、價值網路、價值交換 / According to the report by NCC (National Communication Commission of Taiwan), the number of mobile subscribers in Taiwan had reached 23.24 million at the end of 2006, and the amount of PHS and 3G subscribers was 4.62 million, which reached more than 51% of the total mobile internet users (9.147 million). As 39.34% mobile subscribers use mobile internet services, only 5~10% revenue of mobile operators came from mobile value-added services. Compared with NTT DoCoMo’s mobile service (which had) contributed 29% of the revenue in 2006, there is still a lot of room for mobile operators in Taiwan to improve their value-added services. Former researches in mobile value-added industry were mostly focused on the market and customer facets, and fewer on service innovation and value network from operator’s view. This research attempts to study service innovation model and value network of mobile value-added services industry, and tries to provide suggestions of industry strategy for telecom operators. In recent years, much research has been focused on customer demand of mobile value-added services industry; few have majored in service innovation and value network from operator’s view. Therefore this research attempts to study service innovation model and value network of mobile value-added services industry, and tries to provide suggestions of industry strategy for telecom operators. The focus of this study is to answer the following research questions: 1. Are there any innovation models in mobile value-added services industry? What patterns of service innovation are there? 2. What actors are there in those innovation patterns? And how about their roles in the innovation processes? 3. Are there any value networks of industry in the mobile value-added services innovation patterns? What categories of values being exchanged are there in the value network? And how do they be exchanged? 4. From the above results, Could telecom operator find out new strategies of services innovation and virtuous circle for mobile value-added services industry, which from results of above researches? The results are concluded as followings: 1. There are positive correlations between innovation degree of the four dimension model and service innovation results. The higher innovation degree of the four dimension model is, the better the service innovation results. The more innovative the four dimension model is, the better the service innovation results. 2. Coordination of organization development, distribution installation and marketing events serves for service innovation. 3. Innovation actors of mobile value-added services, who play different roles in innovation processes cause different innovation patterns. 4. Roles of the value network in mobile value-added services industry include telecom operators and their competitors, mobile users, telecom vendors, content providers, cellular phone distributors and cellular phone manufacturers, etc. 5. These are virtuous circles in the value network of mobile value-added services industry. 6. Exchange items in the value network of mobile value-added services are including economical value, integrated value and intangible value. The exchanges in the value network of mobile value-added services include economical value, integrated value and intangible value. Some further suggestions on strategies are proposed for telecom operator: 1. Telecom operator and mobile users. 2. Telecom operator and content providers. 3. Telecom operator and complementors. 4. Telecom operator and other telecom operators. 5. For telecom operator itself. Key words：Mobile value-added service, service innovation, innovation patterns, value network, value exchange

Made available in DSpace on 2016-03-15T19:26:18Z (GMT). No. of bitstreams: 1 Fabio Luiz Zandoval Bonazzi 1.pdf: 24418656 bytes, checksum: 849113d4892b542d0db44d6ce32061c8 (MD5) Previous issue date: 2014-11-26 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / This study aimed to understand the intellectual capital role, in the value creation process, throughout the different phases of the business model, in a mobile value added service (VAS) company. The theoretical constructs of value, intellectual capital, business model and process perspective, have been reviewed. From these constructs, a conceptual model has been developed. This model is able to integrate human, structural and relational dimensions of intellectual capital, and guide them to process of creating, delivering and capturing value for the company, through a business model evolutionary perspective. The conceptual model was empirically applied to the Movile company, a VAS technology developer, through a single case study, carried out at an interval of 18 months, in a period comprised between april 2013 and september 2014. Data were collected from six interviews, and complemented by primary and secondary artifacts, as well as by direct observations. As a result, it has been observed that human, structural and relational dimensions of intellectual capital, are closely related to value creation process, and were gradually built and hinged along an organizational evolutionary process, of more than 15 years. During this period, six different business models were identified, involving the past, present and future of the company. In the initial phase, human and relational dimensions were essential to value creation. In subsequent steps, there was an importance alternation of dimensions in value creation process, and an enhancement of each dimension features, showing the relational dimension as a determining factor for value creation in the company long-term future. As an empirical contribution, the business model evolutionary analysis, through the articulation of the intellectual capital dimensions, provides analytical elements for new companies that emerge in Mobile VAS industry. In relation to the telecommunications companies, these tend to turn into a pipe performance, substantially focused on providing technology infrastructure to mobile VAS companies. / Teve-se como objetivo, neste estudo, compreender o papel do capital intelectual no processo de criação de valor ao longo das diferentes fases evolutivas do modelo de negócio de uma empresa de Serviço de Valor Agregado (SVA) móvel. Foram revisados os constructos teóricos de valor, capital intelectual, modelo de negócio e perspectiva processual. A partir deles, foi desenvolvido um modelo conceitual capaz de integrar as dimensões humana, estrutural e relacional do capital intelectual, e orientá-las ao processo de criação, entrega e captura de valor para a empresa, numa perspectiva evolutiva de modelo de negócio. Esse modelo conceitual, foi aplicado empiricamente na empresa Movile, desenvolvedora de tecnologia SVA móvel, por meio de um estudo de caso único, realizado em um intervalo de 18 meses, entre abril de 2013 e setembro de 2014. Os dados foram coletados mediante a realização de seis entrevistas e complementados por artefatos primários, secundários e observações diretas. Como resultado, pôde-se observar que as dimensões humana, estrutural e relacional do capital intelectual, encontram-se intimamente relacionadas ao processo de criação de valor, e foram gradativamente construídas e articuladas ao longo de um processo evolutivo organizacional de mais de 15 anos. Nesse período, foram identificados seis diferentes modelos de negócio, envolvendo o passado, presente e futuro da empresa. Na fase inicial, observou-se que as dimensões humana e relacional foram essenciais para a criação de valor. Nas etapas subsequentes, observou-se uma alternância da importância das dimensões no processo de criação de valor, e um aprimoramento e modificação das características de cada dimensão, evidenciando ser a dimensão relacional o fator determinante para a criação de valor em um futuro de longo prazo da empresa. Como contribuição empírica, a análise evolutiva do modelo de negócio, por meio da articulação das dimensões do capital intelectual, fornece elementos analíticos para as novas empresas que venham a surgir e se estabelecer no setor de SVA Móvel. No tocante às operadoras de telecomunicações, observou-se que essas tendem a evoluir para uma atuação de pipe, substancialmente voltada para o fornecimento de infraestrutura tecnológica às empresas de SVA móvel.