A Study on the Perspectives of Cellar Value-added Services in Taiwan

• Main Author: 白峰毓
• Other Authors: 李瑞元
• Format: Others
• Language: zh-TW
• Published: 2004
• Online Access: http://ndltd.ncl.edu.tw/handle/33845462418025110375

碩士 === 實踐大學 === 貿易經營研究所 === 92 === Abstract Following the great innovation of Information Technology has brought both cellar phone and Internet technology to reality, it makes Taiwanese mobile value-added service operators stand in a competitive battle field. Considering the mobile value-added service market is not as popularized as Korean and Japanese market, the main purpose of this study is to analyze and explain the perspectives of mobile value-added service operators’ and to focus on a consequent discussion about the challenge and dilemma to Taiwanese mobile value-added service operators. In view of the business scale and nature, Hinet, Taiwan Cellar Corporation and two online service providers, X company and Y company, have been chosen as studied companies. This study involves conducting field interviews and uses the Balance Scorecard theory to analyze these studied companies from four perspectives such as Service Charging, Customer Relationship, Business Partnership, Innovation and Learning. Furthermore, by clarifying the relationship of these four perspectives, this study expects to carry out the business strategies consistent with the company vision. In conclusion, the results of this study are stated as follows: (1) The unpopularity of mobile value-added services lies in the high service charge, the demand rarely reaches economies of scale, low functional support of cellar phone models, low rates of cellar phone repurchasing, distorting the positive usage of mobile value-added service. (2) For the sake of small user numbers compare with telecom companies, online service providers need to provide diversified contents of value-added service to increase the company profile. (3) Both telecom companies and online service providers need to concentrate on maintaining a high quality of consumer service in a long-term business strategy. (4) Considering the saturation of cellar phone users, both telecom companies and online service providers should enhance the quality of value-added service instead of the quantity of cellar phone users. (5) Inviting cross-industry business partners is to create a mobile value-added service environment and make use of mobile value-added services as a nation-wide action.