Innovative Business Models for Digital Convergence - a Taiwan case study

• Main Authors: Hua-ting Nien, 年華亭
• Other Authors: Wesley Shu
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/10738015145098123055

碩士 === 國立中央大學 === 資訊管理研究所 === 97 === The market value of the telecommunication industry reaches its peak in 2005.NCC, National Communications Commission, came to its being in 2006. And in 2007, six WiMAX licenses were issued, numerous regulatory changes conducive to digital convergence were released, along with the occurrence of many events that changed the industry forever. While in 2008, related businesses in the industry started to converge, to take advantage of digital convergence to improve operational performances. The development of digital convergence in wireless, wireline communication and media prompted new competition and consolidation in the industry. Because of the similarity of the services offered or the technologies used, the “co-opetition” amongst the businesses had changed the structure of the industry. The same digital content or service can be deployed on different media or with different technologies. Businesses offering the services started to merge, prompting the integration of the services and the markets. The integration of digital content, information and communication services has already been a worldwide trend. Telecommunication companies around the world are moving along the direction. Through consolidation, merger and acquisition, they are moving toward digital convergence, breaking the traditional boundary between wireline and wireless communication, and create many innovative applications and services. This study attempts to analyze the development of digital convergence from the perspectives of the regulator, the telecommunication manufacturers and service providers, and its impacts on their organization, strategic position, and operational model.