後續研究建議

第五章實証分析

6.2 後續研究建議

最後，對後續有興趣探討創新密集服務業之研究者，提出下列幾點的研究方向及建議：

1. 本研究整理出知識密集服務業中專注於科技創新的創新密集服務業，亦可稱為高科技服務業；在後續研究中，可將知識密集服務業在不同領域的創新應用，進行相關研究與討論。

2. 本研究係以六大服務價值活動與七大外部資源構面，以及與創新密集服務相關的細部因子進行內容分析及說明，建議可持續修正因子涵蓋範圍與意涵，使本研究分析模式更加完整。

3. 建議後續研究可將本研究與產業創新系統以及國家科技政策兜在一起，作一更精闢入裡、更具體、更完整性的結合，來為Telematics 系統服務業做出更臻完備的策略建議。

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3、網站部份

Taiwan CNET 新聞專區http://taiwan.cnet.com 中華民國統計資訊網(http://www.stat.gov.tw) 中華電信(http://www.cht.com.tw/)

台灣電機電子同業工會(http://www.teema.org.tw) 交通部全球資訊網(http://www.motc.gov.tw) 交通部網站(http://www.motc.gov.tw)

全球華文行銷知識庫(http://www.cyberone.com.tw)

行政院國家資訊通信發展小組(http://www.nici.nat.gov.tw) 泛亞電信(http://www.tat.com.tw)

經濟部技術處(http://doit.moea.gov.tw) 經濟部網站(http://www.moea.gov.tw) 裕隆汽車(http://www.yulon-motor.com.tw) 電子工程專輯(http://www.eettaiwan.com/)

附錄

附錄一問卷

台灣汽車Telematics系統服務業之策略分析

各位先進及前輩，您好：

我們是交通大學管理學院的研究團隊，在您百忙中，竭誠希望能挪用鈞座一點時間，幫助我們完成此份問卷。本問卷的目的在於對台灣汽車Telematics(車用資訊通訊系統)整合服務業進行策略分析，求出台灣汽車Telematics系統服務業「目前」與「未來」

的關鍵成功因素與策略分析。

本問卷的內容主要包含三大部分：

一、創新密集服務矩陣定位。

二、專業化策略矩陣定位。

三、對核心能力之掌握程度，又分為(1)外部資源與(2)服務價值活動能力之掌握度。

藉由兩大構面(外部資源與服務價值活動能力)的專家問卷訪談與評量、創新密集服務實質優勢矩陣與創新密集服務矩陣的比較，推導出汽車Telematics系統服務業必須努力提昇之服務價值活動與外部資源及關鍵成功因素。最後，再推導出專業化矩陣，了解汽車Telematics系統服務業所在的專業化策略定位。透過本研究，期望能對台灣汽車 Telematics系統服務業提出具有前瞻性的略規劃建議。

先進乃國內相關領域中卓著聲譽之從業專家，希望藉由您的寶貴意見，讓我們的調查更具信度和效度。您的意見將有助於相關企業了解個別策略思維與關鍵成功因素之所在，進而作為其產業升級上之參考，我們由衷感謝您的撥冗回答，謝謝您！

恭祝

順安

國立交通大學管理學院科技管理研究所

聯絡地址：新竹市大學路1001號綜合一館七樓聯絡電話：0919-937-374

E-mail：[email protected]

指導教授：徐作聖研究學生：黃鈺婷敬啟

第一部份：受訪者資訊填寫

一、公司部門類別(請打; 填寫)

行銷及業務生產及製造採購財務

人力資源研發部高階管理其他

二、工作職稱：____________

三、工作年資基本資料您在業界服務的經驗：年

第二部分：問卷填表說明

一、創新密集服務平台定位

Telematics系統服務業價值鏈係指整合內容供應商、無線通訊服務供應商、Telematics硬體供應商，並透過「Telematics系統服務供應商」

(Telematics Service Provider)提供服務給汽車廠的車主，而Telematics服務供應商或企業則是扮演整個Telematics服務的產業價值鏈中最關鍵的角色。如汽車製造商GM獨資成立的OnStar、電信業者NTT與Nissan合資的 CompassLink、獨資成立的ATX, 電信業者Vodafone成立的Passo等。

此部分問卷目的係藉由

(1)五種創新層次：產品創新、流程創新、組織創新、結構創新、市場創新 (2)四項客製化程度：一般型客製化、特定型客製化、選擇型客製化、專屬型客製化

所組成的創新密集服務矩陣定位(如下表)，為汽車Telematics系統服務產業中的

在文檔中台灣車載資通訊系統服務廠商之策略分析 (頁 174-195)

第五章 實証分析