動態資源理論下臺灣無線電視臺發展DVB-H之可行性分析—以華視為個案

機構典藏 > College of Business and Management > Graduate Institute & Department of Business Administration > Thesis > Item 987654321/33516

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Title:	動態資源理論下臺灣無線電視臺發展DVB-H之可行性分析—以華視為個案
Other Titles:	The feasibility analysis for the terrestrial TV in Taiwan entering into the interactive audio and visual platform : a case study of DVB-H development in CTS under the dynamic resources theory
Authors:	蘇桂瑩;Su, Kui-ying
Contributors:	淡江大學企業管理學系碩士在職專班王居卿;Wang, Chu-ching
Keywords:	DVB-H;DVB-T;廣播網路業者;電信網路業者;內容供應者;內容整合者;DVB-H;DVB-T;Network Broadcasting Company;Telecommunications Network Company;Content Provider;Content Integrator
Date:	2007
Issue Date:	2010-01-11 04:13:54 (UTC+8)
Abstract:	本研究採質化研究，透過文獻歸納及訪談，分析無線電視台內部資源核心優勢，找出發展DVB-H 行動電視所需具備的條件，再根據動態資源理論的觀點，探索如何向外界取得必要資源，進而運用外部力量來補足現有的資源缺口。面對產業快速變遷、數位匯流及財務虧損的情況下，無線電視台唯有整合組織內外資源，提升企業優勢，才能在激烈競爭的環境下獲得成功。　　為了瞭解個案公司投入DVB-H 之可行性，本研究先探討DVB-H整體產業現況、預估未來發展，進而分析價值鏈及其個別功能，再根據專家訪談之結論與建議，建置出一個商業營運模式，這是一個整合廣播業者及電信業者的模式，希望藉由各自既有的設備、技術及優勢，創造共同的價值與利益。研究結果發現：　　一、個案公司現有資源優勢如下：　　　　（一）節目製播的專業人才。　　　　（二）大量節目片庫資源、營運知識及經驗較豐富。　　　　（三）依附現有DVB-T系統架構研發，既經濟又可行。　　　　（四）現有電視台已完成DVB-T數位化，可直接銜接上DVB-H的開發。　　　　（五）採用『一對多』的廣播模式，沒有網路壅塞問題。　　　　（六）耗費頻寬資源少，廣播效益大。　　二、個案公司跨足到DVB-H所應具備之資源及缺口如下：　　　　（一）建立DVB-H頭端及後續延伸費用、增設補隙站以提升收視品質。　　　　（二）電信及手機業者之回傳、互動、帳務、客服路徑。　　三、個案公司缺口資源之取得：　　　　應以策略聯盟的方式，結合產業鏈中各相關業者，共同經營。如電信業者及手機業者既有的基地台、回傳機制、收費機制、客服系統以及客戶群等。　　四、個案公司在DVB-H價值鏈產業的定位為節目內容供應者、節目內容集成者以及廣播網路業者。　　Through the personal interviews and document analyses in this qualitative study, we identified the core internal resource advantages within a television broadcast channel, determined the necessary conditions for developing a DVB-H mobile TV, and explored how to externally obtain necessary resources from a dynamic resources theory perspective and furthermore how to take advantage of external resources to fill in the current resources gap. 　　To explore the feasibility for the case company to engage in DVB-H development and deployment, we first investigated the current overall status of the DVB-H industry, ure development, and analyzed its value chain and individual contributions. Then, we established a commercial operations model according to the results and suggestions we obtained through in-depth interviews with industry experts, which could be a model for the integration of broadcasting and telecommunications companies. Through the research, we discovered that: 　　1.The current resources advantages of the case company are: 　　　　(1) They possess professional talent for the production and broadcasting of shows and programs. 　　　　(2) Being a television broadcast company with over 30 years of experience which have accumulated a large amount of news programs and TV show recordings, and have an abundant amount of company operations knowledge. 　　　　(3) Basing development on their current DVB-T system architecture, they can achieve both feasibility and also economy. 　　　　(4) Its existing television channels have already completed DVB-T digitalization and can therefore engage directly in DVB-H development. 　　　　(5) By using a “one-to-many” broadcast method, and therefore do not have the problem of network congestion. 　　　　(6) Strong broadcasting effectiveness achieved through limited bandwidth consumption. 　　2.Resources required for the company under the case study to cross over into DVB-H and current resource inadequacies: 　　　　(1) The initial and subsequent extended costs for establishing DVB-H infrastructure, and the establishment of more gap fillers to boost reception quality. 　　　　(2) Telecommunications and mobile phone company replies, interactions, billing, and customer services channels. 　　3.How to resolve the company''s current resource inadequacies: 　　　They should form strategic alliances with related companies in their industry and establish cooperative management efforts. 　　4.The role of the company in the case study in the DVB-H value chain is that of a program content provider, a program content integrator, and a network broadcaster.
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