Through Value Net Analysis and Co-opetition, we study the reasons why Apple iPhone becomes so successful nowadays. Apple Inc. has changed the ecosystem and the rules of the game, Apple iPhone sells like hot cakes when appearing on the market. Furthermore, the App Store becomes the most popular software shop in recent years. Apple Inc.,a closed ecological system, threatens the telecom companies such as AT&T, and Apple Inc. versus AT&T are complementary with each other. In this case, Apple Inc. wants to use AT&T¡¦s market share to expand its territories; On the other hand, AT&T hopes that the iPhone makes profits to AT&T as well. Therefore, AT&T signs a tie with the Apple iPhone with a 2-year contract, and sells an iPhone to pay for each additional subsidies of USD$ 250-$300 to Apple Inc.. Apple Inc. used the integration of iPod + iTunes software, bringing consumers customized services. Apple Inc. launched an iPhone in 2007 with the concept of iPod + cell phone + Internet, to subvert the traditional cellphone using habits. Apple Inc. would like to fill its product lines, such as, using memory segments (8G, 16G, 32G ...) to distinguish iPhone 4S for high-end markets, iPhone 4 for the middle markets, iPhone 3GS for low-end customers and so forth. Apple Inc. also adopts different pricing, marketing strategies, to bring high added value to its loyal customers. Apple Inc. took a small risk of judo strategy, to turn the incumbent's advantage into obstacles.Apple Inc. was a late mover, only got 10% market share, it still stands on its niche market. Apple Inc. targets on the high-end markets, and differentiates with itself with other players (including NOKIA, MOTOROLA, HTC, SAMSUNG and so on). Apple Inc. changes the scope of game, and redefines the industrial boundaries, so Nintendo and SONY have to face intense competition in few years. Apple Inc. launched App Store, letting different groups of people to join the software application development, in this way Apple Inc. lowers the software price to attract more consumers. Theoritically,that is so-called bilateral market effects (It¡¦s a positive loop between software programmers and consumers). As long as the bilateral market effects get stronger, Apple Inc. will have stronger bargaining power for its suppliers. In order to control the suppliers, Apple Inc. always signs a contract with them or takes part in their shares. Apple Inc. would not only give its suppliers a great amount of single order, but also give same orders in turn between two manufacturers. Under this situation, its suppliers can easily be replaced and Apple Inc. will benefit from this condition. According to reports, Apple Inc. would limit all raw materials of an iPhone and try so hard to cost down in advance, and even follow-up iPhone logistics and maintenance as well. As a result, Apple Inc.¡¦s suppliers do nothing but the OEM jobs for Apple Inc. after all.

After the global trend of telecommunication liberalization in the 90s, mobile service market in West Europe, North America, Japan and Korea are moving from a rapid-growing stage to a mature stage. With the fierce market competition, the ARPU¡]Average Revenue Per User¡^coming from the voice service of mobile communication is gradually declining, and the whole market is facing a dilemma of price wars. Meanwhile, with the development of communication technology, Mobile Data Services have been launched progressively around the world. To prevent from becoming the victims like those in the internet bubbles again, every mobile communication service operator uses the differential market strategies as counterplots. This research is based on the viewpoint of changing business game taken from the co-opetition theory that was proposed by Braudenburge and Nalebuff in 1996. This research intended to explore the current status and the trend of global mobile communication services, and the market co-opetition strategies of leading companies. Furthermore, this research compares the global status with the related domestic environment and proposes a model of market strategy in this industry for our country and some suggestions for future development to change the business game of the industry. The result of this research suggests that the pure competition between mobile service providers and Value-Net players shall no longer exist, and shall be replaced by another relationship of mutually compensate cooperation and simultaneously both competition and cooperation. If those domestic operators could follow the co-opetition model to change the element of business game properly and to shape correct market strategies, it will very possibly be positively beneficial to the development of our mobile communication industry in this country.

Abstract Competition is the leading role for traditional concept, telecommunication industry also take competition as the thinking aspect in early days. In the time of digit convergence, competition is not only found in local but in global and technology is not belonged to single company any more. The thinking of competition has not coped with the market in the future and should take the thinking of co-opetition for the strategy development. The technology of 3rd Generation mobile communication can bring telecommunication industry new opportunities by providing customers the multiple services with higher speed such as data transmission, mobile business and multimedia A/V. This research discusses the strategy management of the industry for mobile communication in the time of digit convergence by studies of competitive strategy, value-chain of industry, co-opetition theory and analysis of industry status. After summarizing the related documents, literatures and the result of interviewing the specialists in this field, we have some conclusions listed as below: 1.To have the synergy, the technology between mobile wideband and wireless wideband must operate complementarily. 2.To adapt the uncertainty of digit convergence, the service providers of mobile communication should develop co-opetition strategy. 3.Should actively take the predomination for the technology standard of the industry. 4.The thinking of building the network for mobile communication should focus on the total solution of long-term evolution for network equipments. 5.The strategy of differential service is the essential strategy for the tendency of integrating fixed mobile convergence.

The high flexibility, autonomy as well as profitability of information service industries have been playing an important role in Taiwan industry and economy transformation. While information service businesses in Taiwan tend to be small scale and have limited funds, a range of industries, such as semiconductor and communication industry, have relied on powerful software to enhance the value added. In effect, information service industry also has become the leading industry in the knowledge-based economy. More specifically, its market size and growth rate of global software industry have exceeded hardware industry. As a result, we expect that the Taiwan information service industry which is based on co-opetition business model can enhance the industrial upgrades and further lead to economic growth in Taiwan. There is some superiority of Taiwan in terms of information industry developments, including well-developed information infrastructure, superior global logistic ability and geographical position, highly qualified and experienced human resources and so on. Furthermore, the information digitalization, economy globalization as well as the rising of Asia Pacific region also provide Taiwan with a great deal of new business models and opportunities for its information industry developments. Due to small market size and the decreasing growth rate of GDP in Taiwan, near half of the information service firms have experienced decline in profitability. However, many of the information service companies reinforce their ability to make a profit by adjusting operation models as well as constructing value net. For instance, according to MIC (2006), the exportation of system integration will grow over 30% by 2009, and 70% of the growth will come from China. Therefore, the information service firms in Taiwan should carefully analyze their internal core resources and uniqueness to develop core competency which can sustain their competitive advantages. Based on resource based theory, game theory, and the value net concept proposed by Brandenburger & Nalebuff (1955), this research used case studies and secondary data which collected from some professional institutions to analyze how do firms take the interactions between customers, suppliers, and substitutes into account when they are making strategies, changing or expanding value net as well as innovating operation models to create uncontested market space. Our research suggest that as the investments of Taiwan information service industry are more likely to be firm specific, due to their products and services characteristic. Consequently, the information service firms in Taiwan need to ally themselves with hardware manufacture industry to obtain competitive advantages in the global market. Specifically, we need to gain resources through constructing dynamic value net which in turn increase productivity, and adjust strategies flexibly to create more preferable business environment. By outsourcing and strategic alliance, companies are able to obtain partners¡¦ competitive advantages, and create a win-win business environment. Also, those companies that adopt the concept of game theory to build vale nets can create a win-win strategy that is beneficial for companies and industry¡¦s future developments. Key workds¡GInformation service industries in Taiwan, Resource based theory, Game theory, Value net

A indústria editorial brasileira está passando por um momento de transformações. A adoção de tecnologias digitais de leitura e de aprendizagem tende a alterar a estrutura e as operações da indústria, que já vem se modificando em função da concentração em determinados subsetores e da entrada de empresas internacionais no Brasil. Mudanças significativas já aconteceram na indústria editorial dos Estados Unidos devido ao crescimento das vendas de e-books, mas não está claro se essas mudanças serão repetidas aqui. Este trabalho busca identificar tendências e incertezas que podem influenciar o desenvolvimento de possíveis futuros e planejar cenários para a indústria editorial brasileira nos próximos 5 anos. Para isso, lança mão do método de planejamento de cenários Lógica Intuitiva – DSI (Schoemaker, 1995), cuja aplicação fez uso de dados coletados através de desk research, observação participativa e da técnica de análise de setores industriais Rede de Valor (Nalebuff & Brandenburger, 1996). Como resultado, são identificadas as tendências e incertezas a serem monitoradas e são descritos dois cenários possíveis para essa indústria. / The Brazilian Book Industry is crossing a time of changes. The adoption of digital reading and learning technologies tends to change the structure of the industry and its operations. The industry is already being modified by concentration and entrance of international players in the Brazilian Market. Significant changes has taken place in the United States Book Industry due to the growth of e-books sales, however it is not clear if they will repeat their role in Brazil. This work aims to identify trends and uncertainties that may influence the development of possible futures and to plan scenarios for the Brazilian Book Industry. To reach these objectives, it uses the method developed by Paul Schoemaker (1995), whose application made use of data collected by desk research, participant observation and industry analysis based on Value Net technique (Nalebuff & Brandenburger, 1996). As results, it identifies trends and uncertainties to monitor and describes two scenarios for this Industry.

A indústria editorial brasileira está passando por um momento de transformações. A adoção de tecnologias digitais de leitura e de aprendizagem tende a alterar a estrutura e as operações da indústria, que já vem se modificando em função da concentração em determinados subsetores e da entrada de empresas internacionais no Brasil. Mudanças significativas já aconteceram na indústria editorial dos Estados Unidos devido ao crescimento das vendas de e-books, mas não está claro se essas mudanças serão repetidas aqui. Este trabalho busca identificar tendências e incertezas que podem influenciar o desenvolvimento de possíveis futuros e planejar cenários para a indústria editorial brasileira nos próximos 5 anos. Para isso, lança mão do método de planejamento de cenários Lógica Intuitiva – DSI (Schoemaker, 1995), cuja aplicação fez uso de dados coletados através de desk research, observação participativa e da técnica de análise de setores industriais Rede de Valor (Nalebuff & Brandenburger, 1996). Como resultado, são identificadas as tendências e incertezas a serem monitoradas e são descritos dois cenários possíveis para essa indústria. / The Brazilian Book Industry is crossing a time of changes. The adoption of digital reading and learning technologies tends to change the structure of the industry and its operations. The industry is already being modified by concentration and entrance of international players in the Brazilian Market. Significant changes has taken place in the United States Book Industry due to the growth of e-books sales, however it is not clear if they will repeat their role in Brazil. This work aims to identify trends and uncertainties that may influence the development of possible futures and to plan scenarios for the Brazilian Book Industry. To reach these objectives, it uses the method developed by Paul Schoemaker (1995), whose application made use of data collected by desk research, participant observation and industry analysis based on Value Net technique (Nalebuff & Brandenburger, 1996). As results, it identifies trends and uncertainties to monitor and describes two scenarios for this Industry.

A indústria editorial brasileira está passando por um momento de transformações. A adoção de tecnologias digitais de leitura e de aprendizagem tende a alterar a estrutura e as operações da indústria, que já vem se modificando em função da concentração em determinados subsetores e da entrada de empresas internacionais no Brasil. Mudanças significativas já aconteceram na indústria editorial dos Estados Unidos devido ao crescimento das vendas de e-books, mas não está claro se essas mudanças serão repetidas aqui. Este trabalho busca identificar tendências e incertezas que podem influenciar o desenvolvimento de possíveis futuros e planejar cenários para a indústria editorial brasileira nos próximos 5 anos. Para isso, lança mão do método de planejamento de cenários Lógica Intuitiva – DSI (Schoemaker, 1995), cuja aplicação fez uso de dados coletados através de desk research, observação participativa e da técnica de análise de setores industriais Rede de Valor (Nalebuff & Brandenburger, 1996). Como resultado, são identificadas as tendências e incertezas a serem monitoradas e são descritos dois cenários possíveis para essa indústria. / The Brazilian Book Industry is crossing a time of changes. The adoption of digital reading and learning technologies tends to change the structure of the industry and its operations. The industry is already being modified by concentration and entrance of international players in the Brazilian Market. Significant changes has taken place in the United States Book Industry due to the growth of e-books sales, however it is not clear if they will repeat their role in Brazil. This work aims to identify trends and uncertainties that may influence the development of possible futures and to plan scenarios for the Brazilian Book Industry. To reach these objectives, it uses the method developed by Paul Schoemaker (1995), whose application made use of data collected by desk research, participant observation and industry analysis based on Value Net technique (Nalebuff & Brandenburger, 1996). As results, it identifies trends and uncertainties to monitor and describes two scenarios for this Industry.

數位內容是政府推動「兩兆雙星」的明星產業之一，其中數位出版與典藏即屬其八大領域之一，具有發展知識經濟的指標意義。政府投入十多年來，業界對於市場潛力仍抱持觀望態度。直到2007年數位出版產業出現革命性之創新商業模式:亞馬遜網路書店(Amazon)推出整合內容、服務、與通訊之電子書專屬閱讀器Kindel，其熱銷佳績，引起各界矚目，亦證明了「閱讀，確實能成為產品之基礎」。 在網際網路與數位化的衝擊下，出版產業價值鏈由於數位內容的大量湧現，使得整個產業需要進行架構性的轉型。除了出版業者遭遇數位化轉型壓力，數位出版產業亦加入不少新成員:如網路作家、行動通訊業者、資訊硬體廠商等…臺灣具有生機勃發的出版產業與厚實的科技研發技術，在數位出版領域之發展可謂兼備軟硬實力。但在公私部門陸續投入之下，目前仍未出現成熟之商業模式，亦不見殺手級產品之應用。在此情勢中，同異業之間的合縱連橫，以及對上下游的策略布局，成為未來數位出版產業發展之重要因素。因此本研究之核心問題為數位出版產業中關鍵參與者之間的互動關係，以及個別對於現況之回應程度。在研究架構方面，則以競合理論(Brandenburgeran & Nalebuff, 1996)為主體，從核心企業、顧客、供應商、互補者、競爭者五大角色切入，探究個別業者的策略佈局與動態互動關係。輔以體驗經濟(Pine & Gilmore,1998)中經濟價值遞進的階段性模型，以文獻分析與個案訪談之方法推論出數位出版產業衍變趨勢。本研究結論可歸納為四: 1. 數位出版價值鏈縮短，廠商組成與分工發生質變。如終端閱讀載體業者與電信業者新加入數位出版產業競局；數位內容營運業者成為重要中間商，通路影響力逐漸展現。遭受轉型壓力之上游內容供應業者現階段應採取「雙軌並行」策略。 2. 就產業現況而言，以互補性資源為基礎的小眾異業結盟現象為發展主軸。「創造價值的本質是合作，爭取價值的本質是競爭」則可總結數位出版產業存在之複雜互動關係。 3. 數位出版產業技術融合的結果擴大產業「範圍」，而「參賽者」與「附加價值」為業界普遍使用於改變產業競局之元素。 4. 各類出版品將依其內容性質往核心持續演化出相異之數位表現型式，整體發展趨勢朝向實體紙本之互補品演進，預測數位出版產業將走向虛實整合的體驗經濟。 / Digital content, including digital publishing and archives, is one of the stars in "Two Trillion Twin Stars” industries. Development of digital content industry is in significance of knowledge-based economy. Although government has promoted for more than a decade, the market potential of digital content was unclear and industry players were cautious until the success of Amazon’s “Kindle”. In 2007, Amazon Bookstore launched the revolutionary eBook reader “Kindle” by creating a new business model that brings contents, services, and transmission together. The success of Kindle not only arouses attention from other market players but also proved the feasibility of e-reader products. Under the impact of digitization, the value chain and structure of publishing industry has transformed due to the emergence of large amount of digital content. Content Providers, such as traditional publishers, have experienced much pressure from the digital transition. In addition, new players such as Information Technology & Communication and IT hardware manufacturers have become involved into the industry. The publishing industry in Taiwan has a growing vitality and solid scientific and technological strength, which makes it an ideal environment for the development of digital publishing industry. However, since the business model is not mature and no killer application has emerged yet, the alliances between different parties and interactions of upstream and downstream become key factors of future development of Taiwan’s digital content industry. The core issue of the study is the interaction between key players in digital publishing industry and their evolution status. This study uses Co-Opetition Theory (Brandenburgeran & Nalebuff, 1996) as theoretical framework and analyzes five dimensions of Taiwan’s digital publishing industry. Additionally, Experience Economy Theory (Pine & Gilmore, 1998) is used as reference to forecast the trend of the industry. The purpose of this research is to analyze the layout strategy and dynamic inter-relationship of digital publishing firms by utilizing literature analysis, case study, and deeply interviews. Conclusions of this study can be summarized as following: 1. The value chain of digital publishing has been shortened and the role of market players and their business division have been redefined. For Instance, new players such as Ebook readers’ manufactures and ITC companies are emerging in digital publishing industry, and the influences of integrators and sales channel have been greatly arisen. Therefore, content providers are suggested to take “dual track” strategy to cope with incoming transition pressure. 2. In terms of current situation, the cross-industry alliances are mainly based on complementary resources. To best describe the complex interaction in the digital industry, The complex interaction of the digital industry can be generally described in one sentence, “Cooperation is to create value, while competition is to grasp the value.” 3. The results of technology integration have broadened the scope of digital publishing industry, and "Participants" and "added-value" are elements that can be used to change the competition posture. 4. Digital publication will keep evolving according to their content type, and the trend is toward to make it the complementary goods of paper publications. Moreover, by integrating digital and physical publication, digital publishing industry can be predicted to evolve toward experience economy.

資訊服務產業在全球發展十分蓬勃，如:微軟(Mircosoft)、甲骨文(Oracle)和趨勢科技(Trend Mirco)。雖然台灣學界與實務界投入許多資源在資訊和管理方面，但是仍無法像硬體產業蓬勃發展，加上資訊產業各領域已經有許多優秀公司已經鞏固目前市場，且不斷茁壯自己。在日益競爭的環境下，台灣如何在全球化競爭下發揮自身優勢，發展茁壯。因此筆者基於此動機，選定金融資訊服務業當作深入探討與研究主題。 　　本研究透過個案分析法對國內某大型金融資訊服務業者進行產業環境、自身已累積的資源進行分析。而後透過國際行銷程序架構，探討下列的問題：(1)個案公司國際行銷策略形成原因為何？ (2)個案公司如何進行策略聯盟？(3)個案公司進行國際行銷的方式？ 　　總結本研究的分析結果，認為個案公司國際行銷策略的成功關鍵因素有三點：(1)利用合併與併購擴張核心能力。(2) ITOM的整合性平台符合顧客的需求。(3) 透過策略聯盟形成完整的國際行銷體系。最後，本研究依據上述結論，提出金融資訊服務業拓展國際行銷時之相關建議。 / The information service industry has seen robust development around the globe, leading to the birth of many successful companies, such as Microsoft, Oracle, and Trend Micro. Despite the input of various resources by Taiwan’s academia and business sector aimed to increase the R&D momentum in information and management-related fields, the industry has failed to gain the same level of strong growth seen in the computer hardware industry. Besides, many of the information industry segments see the presence of many leading companies that have not only secured their market position but are also striving for continued expansion. Therefore, against an ever-increasingly competitive market environment, how does Taiwan maximize its unique strengths in the face of global competition? It is with the motivation to shed some light on this issue that the author selects the financial information service industry as the subject for in-depth analysis and research. This study uses case analysis to analyze the industry environment and accumulated resource of a leading Taiwanese financial information company. Based on the procedural framework of international marketing, the following research questions are discussed: (1) What is the reason behind the formation of the analyzed company’s international marketing strategy? (2) How does the analyzed company pursue strategic alliance? (3) How does the analyzed company promote international marketing? Summarizing the results of analysis, the key to the analyzed company successful international marketing strategy is threefold: (1) Expand core competency through mergers and acquisitions. (2) ITOM’s integrated platform responds to customers’ needs. (3) Form a complete international marketing network through strategic alliance. Finally, based on the above research conclusions, this study proposes relevant suggestions for the financial information service industry in expanding international marketing.

全球暖化造成氣候變遷的趨勢持續加劇中，汽車燃燒石油產生的CO2已經被證實為氣候暖化的主要元凶之一，發展新能源的運輸工具已成為全球主要國家的共識，電動車躍居節能減碳時代的明星產品，也成為台灣政府推動的四大智慧型產業之一，而身為台灣唯一自主研發的裕隆集團也積極推動智慧型電動車佈局下一波產業的新契機。 　　本研究透過個案研究的方式，使用價值網的競合賽局及白地策略中商業模式的四個構念為理論基礎，探討裕隆集團的電動車，如何透過互補參賽者，建構產業的生態體系；以及裕隆集團為滿足顧客價值，歷經四次企業變革的努力所累積的核心能力，用於經營市場白地達成轉型現有市場、建立新市場與改造整個產業歷程中，商業模式創新可能的策略與機會。 　　研究發現，電動車產業的生態體系，以顧客價值為中心出發，由裕隆汽車集團為主要參賽者，佈局與聯盟競合賽局中的互補參賽者，協同建構產業生態系；而面對電動車的市場白地，裕隆集團應透過企業變革累積的關鍵流程與資源，去滿足更多顧客的價值，去抓住電動車興起的新機會，創造潔淨能源時代的再一波成長契機。 　　根據研究結果，建議裕隆集團與電動車價值鏈仍應先著重於運用競爭優勢、合作創造價值及鏈結政府產業政策，才有機會在這個國際產業轉型的關鍵時刻，卡位潔淨能源時代的重點產業。 關鍵字：創新、商業模式、價值網、電動車 / In the aging of climate change, the global GHG, especially CO2, emissions over past decades have a discernible influence at the global scale on observed changes in many physical and biological systems. To find transformation equipment with clean energy is under globally sourcing and likely turned out to be Electronic Vehicles (EVs). Taiwan government and Yulon-group, the only own R&D also branding car manufacturer in Taiwan, have identified intelligent EV as a major product to focus in the promising future. The strategy of EV value innovation used the theory of co-opetition (Brandenburger & Nalebuff) and four-box business model framework (Mark Johnson) as the basic. First of all, we study how Yulon co-work with all game players to provide EV owner with complementary products and services, and then also build up the EV eco-system. Secondly, We inventory Yulon’s core competencies, which was earned from its own transformative growth trail, to see how the enterprise transforming existing markets, creating new markets, and dealing with industry discontinuity. The research discovers that Yulon join all complementors create added value, based on customers’ expectation, so that can setup and upgrade EV value net. Strategy for Yulon to do business model innovation is to combine customer value proposition, profit formula, key resources and key processes to create synergy, so that can deploy cutting-edge, enabling technologies for EV era. As a result, the purpose of this thesis is business model innovation strategy of Yulon EV should focus on taking competitive advantage, catching value creation and lobbing government policy, so that the enterprise can have win-win situation with customers in clean technology age. Keyword: innovation; business model; value net; electronic vehicle