個案描述台灣電信業龍頭中華電信，配合政府政策推動數位匯流產業，以MOD服務作為佈局數位匯流主軸，2004年開台以來即面臨一系列的挑戰與困境難以突破，至2016年累計用戶數為133萬，虧損高達315億元。
2016年年底中華電信董事長改由鄭優擔任，鄭董事長過去擁有經營電視台的豐富經驗，希望藉此帶動MOD轉型邁向獲利，上任即為中華電信訂出全力衝刺MOD業務的策略主軸，喊出MOD要挑戰台灣最大影視服務品牌，用戶數要達200萬，當時外界對MOD營運不抱期待，認為這是不可能的任務。
本研究是以中華電信MOD為研究主題，探討MOD如何在有限資源與法規限制及業界夾攻的艱困經營環境下進行策略佈局與轉型，成功一飛沖天於2018年底達成200萬戶的目標。
本研究以哈佛個案研究之方式進行，藉由個案故事內容，討論商業生態系統、資源基礎理論、資源拼湊理論、組織靈巧性等相關議題。

The case describes Chunghwa Telecom Company, the leading telecommunications industry in Taiwan, cooperated with the government policy to promote the digital convergence industry, and used MOD services as the main service of the digital convergence. After starting in 2004, it faced a series of challenges and difficulties, and the total number of users in 2016 was 1.33 million, the loss was as high as 31.5 billion NT dollars.
At the end of 2016, the chairman of Chunghwa Telecom was changed to Zheng You. Zheng You used to have experience in operating TV stations. Chairman Zheng hopes to drive the transformation of MOD to profit. When he took office, he also set up a MOD business strategy for Chunghwa Telecom. Announce MOD to challenge Taiwan's largest television service brand, the number of users should reach 2 million. At that time, the market did not expect MOD to reach the goal, and considered this an impossible task.
This research is based on Chunghwa Telecom's MOD as a research topic. It explores how MOD can carry out strategic layout and transformation under the difficult management environment of limited resources and regulatory constraints and industry challenges. It has successfully reached the goal of reaching 2 million households by the end of 2018.
This research is conducted in the form of Harvard case study. Through the content of case stories, we discuss Business ecosystem, Resource-based theory, Resource bricolage theory, and Ambidexterity theory.

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