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系統識別號 U0002-0603200714020800
中文論文名稱 直接競爭廠商進行策略聯盟之研究
英文論文名稱 A study on strategic partnership among direct competitors
校院名稱 淡江大學
系所名稱(中) 管理科學研究所企業經營碩士在職專班
系所名稱(英) Executive Master's Program of Business Administration in Management Sciences
學年度 95
學期 1
出版年 96
研究生中文姓名 黃淑珠
研究生英文姓名 Shu-Chu Huang
學號 792590027
學位類別 碩士
語文別 中文
口試日期 2007-01-10
論文頁數 61頁
口試委員 指導教授-李培齊
委員-陳定國
委員-趙義隆
中文關鍵字 有線電視系統  民營固網  中華電信  策略聯盟  寬頻電話  隨選視訊 
英文關鍵字 Cable TV  Private operator  Chinese Telecom  MOD  cable phone  strategy 
學科別分類 學科別社會科學管理學
中文摘要 寬頻網路通訊技術的突破,全球娛樂產業進入重組競爭結構性變化,有線電視、電信固網及無線電視等傳播媒體,逐漸朝向寬頻數位化發展。在台灣,有線電視與電信業原本是二個不同產業屬性的產業。中華電信在2004年初取得全區有線電視執照後,推出MOD正式投入影像的市場,也開啟了與有線電視在影像市場的戰火。有線電視業者面臨了中華電信挟ADSL寬頻網路300萬戶以上的普及率,朝向有線電視視訊服務的多角化經營競爭,除了積極發展數位電視與MOD抗衡外,亦透過與民營固網業者的合作,推出提供客戶寬頻電話(Cable Phone)的服務,準備反撲中華電信在語音及數據的市場。本研究以企業競爭策略聯盟相關理論,企業資源、聯盟夥伴選擇的標準等進行探討,指出有線電視系統因應MOD 跨業競爭及民營固網業者如何與有線電視系統合作,運用既有市場優勢,對經營策略作最佳調整。本研究針對有線電視與民營固網業者兩者直接競爭廠商進行策略聯盟,採用文獻分析、深度訪談及策略理論架構,進行蒐集資料分析。研究結果發現:民營固網及有線電視業者要在這嚴峻的競爭環境中打敗中華電信,必須整合各MSO公司之行銷資源,透過各MSO的網路間之連結,做到範圍更大的網內通話免費,藉此除了可以鞏固既有消費者,更可吸引新消費者的進入。改善寬頻電話技術上的限制,以服務整合(電話、視訊、網路)切入顧客的需求,運用高普及率的優勢,增加用戶黏性。合作關係的繼續磨合,透過不斷的溝通與協調,並藉由實際的合作加強對彼此的信心,確保此次的策略聯盟得以成功。
英文摘要 Over the past few years, with leapfrogging technology advances in broadband, wireless networking, and multimedia, the boundaries between Cable TV, Telecom industry have become less noticeable. In order to maintain competitiveness in global entertainment industry, companies begin to look for opportunities for mergers and acquisitions, rendering a substantial structural change in this industry.

The Chinese Telecom MOD Service competes in the cable TV market; obviously making the cable TV system operators under competition pressure. Competing MSOs hope to step into telecommunication market to protect their revenue and cooperate with private fixed line operators to counter-attack the voice and data market of Chinese telecommunication.

This thesis illustrates theories with respect to enterprise competition and strategic alliance, the enterprise resources, choosing strategic alliance partner. This thesis also covers discussions on certain aspects of cable TV system companies and how they handle the challenges from MOD companies.

The private fixed line operators and the cable TV system operators must consolidate all the marketing resources to promote the Cable phone to attract more customers to join their services. Also they need to improve the technology skill of cable phone in order to provide more convenient services to customers and utilizes the high popular rate advantage to increase the customer loyalty.
論文目次 目錄
第壹章 緒論 1
第一節 研究背景 1
第二節 研究動機與目的 3
第三節 研究流程與架構 4
第貳章 文獻探討 7
第一節 策略聯盟 7
第二節 我國固網產業與有線電視產業之分析 21
第三章 研究方法與研究設計 30
第一節 研究架構 30
第二節 研究方法 32
第三節 研究設計 33
第四章 個案探討與分析 35
第一節 固網業者個案分析-A業者 35
第二節 固網業者個案分析-T業者 38
第三節 有線電視業者個案分析-C業者 40
第四節 綜合分析 42
第五章 結論與建議 44
第一節 結論 44
第二節 建議 49
參考文獻 53
附錄一 訪談題綱 57
附錄二 訪談內容 59

表目錄 頁次
表 2.2.1 業者經營數位電視之優劣勢比較 27



圖目錄 頁次
圖1-3-1 研究流程圖 6
圖2.1.1 Hamel 的事業模式分析 12
圖2.1.2 企業合作型態(Harbison, 1995) 15
圖3.2.1 研究架構 31
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4. 陳俊光,“數位匯流衝擊大 網通媒體重洗牌 業者必須要釐清核心競爭力 不能什麼都想做” ,資訊傳真周刊 783期
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6. 劉幼琍,民國83年,有線電視經營管理與頻道規劃策略,正中書局
二、英文部分
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16. Kano, Sadahiko, (2000),“Technical Innovations, Standardization and Regional Comparison ─ A Case Study in Mobile Communications,” Telecommunications Policy,24(4), pp. 305-321.
17. Keil, Thomas, (2002), “De-facto Standardization through Alliances --- Lessons from Bluetooth,” Telecommunications Policy, 26(3/4), pp. 205-213.
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19. Koh, Jeongsuk and N. Venkatraman, (1991) “Joint Venture Formations and Stock Market Reactions: An Assessment in the Information Technology Sector,” Academy of Management Journal, 34(4), pp. 869-892.
20. Lambe, C. J. and R. E. Spekman, (1997), “Alliances, External Technology Acquisition, and Discontinuous Technological Change,” Journal of Product Innovation Management, 14(2), pp. 102-116.
21. Lei, David, John W. Slocum, Jr., (1992), “Global Strategy, Competence-Building and Strategic Alliance,” California Management Review, 35(1), pp. 81-98.
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23. Lewis, J. D., (1990), “Partnerships for profit: structuring and managing strategic alliances,” New York : Free Press.
24. Melody, William H. (1999) ,“Telecom Reform: Progress and Prospects,” Telecommunications Policy, 23(1), pp. 7-13.
25. Oh, Jong-Genu, (1996), “Global Strategic Alliance in the Telecommunications Industry,” Telecommunications Policy, 20(9), pp. 713-720.
26. Park, Jong-Hun and Kwangsoo Kim, (1999) ,“International Alliance Formation and Stock Market Responses: Industry Globalization as an Environmental Contingency,” Journal of International Management, 5(4), pp. 267-284.
27. Pfeffer, J., & Salancik, G. R.,( 1978), “The external control of organizations: A resource dependence perspective,” Harper & Row Publishers.
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30. Sarkar, MB, S. Tamer Cavusgil, and Preet S. Aulakh, (1999), “International Expansion of Telecommunication Carriers: The Influence of Market Structure, Network Characteristics, and Entry Imperfections,” Journal of International Business Studies, 30(2), pp. 361-382.
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32. Sounder, William E. and Nassar, S., (1990). Managing R&D Consortium for Success, Research Technology Management, 33 (5), 44-50.
33. Stuart, T. E., (2000), “Interorganizational alliances and the performance of firms: A study of growth and innovation rates in a high technology industry,” Strategic Management Journal, 21, pp. 791-811.


34. Sylvia Chan-Olmsted and Mark Jamison, (2001), “Rivalry through Alliances: Competitive Strategy in the Global Telecommunications Market,” European Management Journal, 19(3), pp. 317-331.
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36. Yoshino, M. Y., and Rangan, U. S., (1995), “Strategic Alliances-an entrepreneurial approach to globalization,” Boston: Harvard Business School Press, pp.236-240.
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