| Summary: | 碩士 === 國立臺灣大學 === 國際企業學研究所 === 101 === Over the last four decades, the high growth of Taiwan''s CATV industry has made it a cardinal business sector and primary supplier of people''s daily entertainment. The legitimacy of “Cable Act” in 1993 not only accelerated billions of investment in network infrastructure and also materialized the debut of many new programs and channels. Subsequently, the wide penetration of CATV subscription also resulted in the prosperity of the mass communication industry as well. Being a semi-public enterprises holding franchise permits from the government, CATV firms enjoyed their monopoly which were naturally evolved in designated geographic areas. Nevertheless, certain status quo has been broke by the maturity of challenging technology such as Internet TV which has offered a competitive service in parallel with CATV operators in recent years. Besides, the accusation of unfair competition owing to the entwining of MSO and channel providers also brought inward the investigation of official authorities in responding to public appeal of anti-monopoly and law changing.
This study adopted the view of Co-evolution, which is in conformity with its path and history dependence to collect and sum up data over long period of time. By dividing the evolution of CATV industry and Kbro into four stages following their historical progress, we are able to analyze the inter-influence, feedback and driving forces, as well as their causality among three aspects of enterprise, industry, and environment. Meanwhile, we try to figure out the relationship between market variations and customer needs, explore how enterprises maintain their profitability from the angle of technology limitability and complementary assets, analyze the formation of dynamic capabilities to the best efforts of maintaining corporate growth and competitive advantages. Hence, based on the above to develop a mechanism of how the loop feedback and balance works to consecutively shape adaptive business model during four different stages in responding to the dynamically fast changing surroundings.
In order to verify our assumption of the transition of business model while being motivated by co-evolution, we take Kbro as an example to examine its strategies as well as how it reallocates its resources and regenerates the dynamic capabilities in pursuit of corporate growth. All these said analysis lead us to understand the feasibility and continuity of business model. Furthermore, we also come out 5 findings and then suggest how CATV MSO can react to the stagnancy affected by digital convergence. Finally, owing to the unprecedented co-evolution caused by the fusion of different industries, it will be a good topic worthy of keeping observing and analyzing on the emerging threats, impact and future development from academic perspective.
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