Electronic Passive Component ¡]E.P.C.¡^industry has been developed for over 40 years in local industries. Which created the raise of the early Taiwan¡¦s Electronic Component Industry. In the recent few years, Taiwan¡¦s E.P.C. industry has rapidly grown as well as 3C Industries generation by turns from worldwide. Although the market share of Taiwan¡¦s E.P.C. industry seems growing as well, but the serious weakness of the low entry barrier of the low end products, the competition of cost price reduction, lacking of the capability of core materials and Research ¡®Development and the consolidated role in Mainland China will deeply threaten the exists of Taiwan E.P.C.. Based on case studies from E.P.C. industries and domestic firms. The thesis explored the success experience of competitive advantage from the case research of utilizing The Six Force Factor Analysis model and The SWOT Analysis model and also adopted several competitive strategies to recommend. The consequence were concluded as follows¡G 1.To the Government¡Gto promote and cooperate the local E.P.C. industry to obtain the advantage of global resource of high technical staff and abroad market. 2.To Taiwan E.P.C. industry¡Gto make a advantaged alliance to enhance the marketing strategies of one time shop and solve the weakness of R¡®D. 3.To the research firm¡Gto fulfill the value chain advantage in forging an alliance with the core materials resource and target market oriented, and flexible adjusting the strategy of production lines cooperation between Mainland China and Taiwan.

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The engineering industry has set up the foundation for Taiwanese economical and industrial development. During all phases of the developments, the engineering enterprises play the heavy role respectively in various engineering stages, such as feasibility study, environment impact evaluation, planning, design, construction, test, management, trainning, operation and maintenance etc. of engineering projects. Following the expansion in scale and versatility in content of the engineering project, the turn-key contract type instead of the traditional design and then construction splitted contract type will become more and more popular in engineering industry. Especially, the BOT and BOO of the turn-key contract in Taiwan public engineering projects are set with higher priority considering both the engineering benefit to the public and the finacial effectiveness of the government. Taiwan became the #144 member entity of WTO in early of year 2002 just soon after the #143 member of China in the late 2001. The mutual market oppening induces not only more competition but also more opportunity to the industries of the WTO member entities. The top management of individual enterprises shall consider thoroughly and work out an approach of theirwon leading to concord with the world trend, strengthen the competitive advantages, and survive forever in the industry. The research is started with the analysis of Taiwanese engineering industry. The resource-based view points and strategic management activities outline the core competence capabilities and advantages in various work stages of the indussstry. The key successful factors in the industry are recommended as : (1) financing capability; (2) business reputation and customer relationship; (3) capabilities of planning, design and cost estimate; (4) economical scale and negotiation capability; (5) engineering management and integration capabilities; and (6) operation and maintenance capability. The CTCI Corporation is also taken as an example introducing his operation methods and strategies which are worthwhile for reference. BOT or BOO stated in this research is on the prime contract with the real owner, usually the government. The prime contractor who is then called as the ¡§second owner¡¨ shall use every available resource in the industry to complete the project on schedule, in good quality, and earn the appropriate profit for his enterprise. Sub-contracting, therefore is still the same as what people did in the traditional engineering projects. Either big scale complex engineering enterprises or small size expert firms can still find theirown way for future operation. Talking about the tendering competition, the final game is almost staied on the financial issues. The learning curve, scale economic and expertization of the low cost strategy chain up the concentration and differenciation strategies. All of these will promote enterprises¡¦ capabilities through the improvement in technical aspects, project management, enterprise processing and resource integration, resource leverage etc.. The engineering enterprises, after evaluating their core competitive advantages, may choose and consolidate the market zone most suitable for them and extend therefrom the market through the alliance.

Abstract The Kaohsiung Mass Rapid Transit system (KMRT) in its initial planning had several lines: red, orange, blue, brown, pink, green; creating a web-shaped MRT network, but due to funding constrain, only the Red and Orange lines are currently under construction, 42.7 km, traversing through the greater Kaohsiung area like a long ¡§cross¡¨, unable to meet the need of the entire city for public transportation. It is foreseeable that the Kaohsiung Rapid Transit Corp. (KRTC), which has a 36-year-BOT contract with the City to construct and operate the MRT, will have difficulty achieve its revenue target. The KRTC is under a great deal of pressure finding solutions, like using bus routes to supplement the MRT, to achieve a sustainable operation. The aim of this study concentrates on how to utilize the existing resources within the Kaohsiung Metropolitan area, with an emphasized goal on creating a web-shaped public transportation network, through strategies, organization, and integration. The study examines the financial feasibility for the KRTC to operate a second bus company, the pros and cons of purchasing or renting shuttle buses, and the strategies for operation. First, the study applies Michael Porter¡¦s 5-forces model in examining the current competitive situations of routes within the Municipal Bus Company, by using the competitive theory to discuss the potential activities and goals of a 2nd bus company. Then, with reference to the Harrison¡¦s Decision Making Process as a foundation for the KRTC to run a bus company was discussed. Second, referring to the Metropolitan Area Bus Network theory done by Dr. Jun-Shian Lee, the study examines if the KRTC integrated bus routes with the cross-shaped MRT to form a web-shaped public transportation network, what would be the most cost-effective ways of operation; how large an area of service should the shuttle bus reach; whether bus-purchasing or bus-renting would be more feasible financially; and what strategies, advantages and risks of operating such a shuttle bus company would be. With reference to the analytical theories on Business Competitive Advantages of Dr. Cher Min Fong, the study establishes the competitive edge of a 2nd bus company. The main purpose of this study, with careful comparisons done on bus renting vs. purchasing and investment strategies for operating the 2nd bus company, is based on an underlining wish: trying to bring a possible solution for the successful operation of the KRTC.

The term ¡§Fast Fashion¡¨ has been under the spotlight since the Zara Empire emerged. Zara is one of the clothing retailers under a Spanish textile design, manufacturing and distribution group, the Inditex Group. Zara accounts for 70 to 80 percent of Inditex¡¦s retail sales on average. The founder, Amancio Ortega, has become the richest man in Spain and also one of the world¡¦s richest people. Inditex has 3207 stores located in 63 countries all over the world up to the fiscal year 2005. Zara has made elite fashion accessible to the mass market and has decreased the lifetime of clothing by providing customers new clothes to pick out every five to six weeks. In other words, Zara has made trendy clothing become disposable stuff. Studies and the garment industry call this phenomenon-- ¡§Fast Fashion¡¨. This study aims at clearly defining ¡§Fast Fashion¡¨, and analyzing Zara¡¦s positioning strategy and business model. By analyzing Zara¡¦s unusual structure, this study comes to a conclusion that clothing retailers would need some resources and core capabilities to implement fast fashion positioning strategy. However, fast fashion positioning strategy is not necessarily a competitive advantage for every clothing retailer.

Abstract Competitive Strategies from 2G to 3G ¡V A case of Taiwan Mobile Group In trend with WTO, globalization and government policy, the domestic telecommunication market has gradually moved from monopoly to free market. Suddenly, the liberalization of telecommunication resulted in fierce competitions in the market, each fighting for customers and market share, staging a battle scene in the telecommunication industry. Although 2G has excelled, it could not lead the fixed network out of its distress. Business enterprises were still stuck in the swamp of the last mile. On the other hand, 3G was launched with a thunderbolt posture, but its expensive license fee has deeply scarred business enterprises once again. Competitors tried their best in both hard selling and lucrative promotions, only to find very few customers have been touched. Money has been spent, but the future seems dim. Faced with a chaotic market, fierce competition and a hazy future of 3G market, how the telecommunication business enterprises innovate new business models, provide attractive service content to consumers, so as to avoid fierce price competition and establish new competitive advantage, the business mindset, strategic positioning are crux of the matter. In Porter¡¦s Competitive Strategies, the objective of competitive strategy is to be different. In other words, when a business manager establishes a different set of business activities, provides a unique set of values to customers, can it thus have a unique competitive advantage. Taiwan Mobile Group is one of the three largest domestic telecommunications company. Its scope of business includes fixed network, cellular network, 2G and 3G mobile telecommunication, customer service and all other telecommunication businesses since the liberalization of the industry. The business team ¡V Fubon Financial - is one of the top business group in Taiwan. Is its factor of success in 2G one of internal advantage or one of external opportunity? What is its competitive strategy from 2G to 3G? Can its success in 2G ensure similar success in a competitive advantageous position in the 3G and future market? Faced with a slow development of 3G market, lack of competitiveness in the service function, as well as the impact of 4G WiMAX V technology, what kind of strategic posture should it take? This thesis investigates the development of Taiwan Mobile Group from 2G to 3G, its strategic positioning, internal competitiveness and how it should innovate a new business model, establish a different set of business activities, or provide unique service value, so as to create an unique competitive advantage, to reap greater market opportunities and continually create competitive advantage. Six conclusions are made for the case study company: (1) The success of 2G is the strength and foundation for Taiwan Mobile Group in the 3G market. (2) The development of Triple Play digital bus cross-industry system integration aids in the competitive advantage of 3G. (3) Merger strategy and resource integration strategy may not achieve synergy. (4) Corporate governance has poor results, unclear vision does not aid the long term development of the business. (5) Concern for employee should take a higher priority than focus on customers. (6) Dependence on external technology and lack of R&D capability do not facilitate development of continuous competitive advantage. Eight recommendations to the case study company: (1) Research and develop a killer ¡§integrated mobile digital service platform¡¨ to dominate the 3G and markets of the future. (2) Cultivate senior management with skills in innovation and integration. (3) Institute a forward-looking ¡§vision¡¨ to lead its employees, inspire passion and seize the future. (4) Build up a corporate culture of ¡§customer is paramount¡¨, ¡§employee first¡¨, and ¡§continued business operation¡¨. (5) Decentralize the organization, humanistic management, simplify process, rationalized costs. (6) Construct a ¡§business resource integration platform¡¨ to integrate all internal resources and build up a strong competitive force. (7) Cultivate the ¡§corporate client¡¨ market. (8) Plans moves in China with a global vision. Further studies: (1) Study of the competition and cooperation strategies between 3G and WiMAX. (2) How does Taiwan innovate an ¡§integrated mobile digital service platform¡¨. Keyword: Competitive Strategy, Competitive Advantage, Second Generation Mobile Telephony (2G), Third Generation Mobile Telephony (3G)

Industrial computer is a niche industry. In the past, because of the certain level entry barrier, it is not a hot industry to be discussed. Now, Taiwan has more than a decade in technology products manufacturing experience, which contributes the industrial computer industry cluster. It is predictable that in 5-10 years, the industry is profitable for the reason that the application of the products and technology is more popular in daily life. Furthermore, the computer technology industry has changed to be R&D and technology innovation oriented from purely manufacturing and OEM, ODM. It comes with the result that there are more and more Taiwan International Procurement Office set up to be the communication contact between customers and manufacturers. However, recently for the effect of the phenomenon of Taiwanese manufacturer moving the factory to low labor cost countries, the advantage is not longer staying. Taiwan industrial computer manufacturers also get a lot of OEM/ODM orders. Many international system companies set up an procurement office in Taiwan for better communication. But the case company is not like the previous. It is a German added value distributor, who imports Taiwan industry computer parts and bare bone to sell locally. The reason for her to set up an international procurement office is to speed up the incoming material. The case company type, business model and procurement office values are different from the normal procurement office. This is why the study would like to understand case company¡¦s and her procurement office international purchasing strategy and competitive advantage, and observe how the company keeps the competitive advantage not t be threaten by manufacturer moving out. From the company background, the study find out industrial computer and Taiwan Procurement Office environment and opportunities, then it moves on analyzing company internationalization and procurement office setting up motivation. After knowing the reasons, the study concludes the international purchasing strategy. Finally, by having diamond model and SWOT analysis, then there is the competitive advantage. The result of the study is that the case company uses National Procurement, Proactive Strategy or Offensive Sourcing Strategy as her International Procurement strategy. The strategy is high involvement on internationalization and it helps to build up or strengthens the competitive advantage. Besides, mother company support is required because International Procurement Strategy has positive and direct connection with operation strategy. The reason for the case company to set up a Taiwan procurement office is in order to strengthen her differentiation strategy. Because Taiwan has better labor condition, near to suppliers and efficient logistic from industrial computer cluster, all make the obvious cost advantages. The suggestions for the case company are listed below: to be a know-how turntable supply chain or to go differentiation by having multi-function value added service to keep the advantage.

Human beings always keep seeking for a better life ,our civilization also keeps moving forward grounded on this momentum .Each economic booming implies a new application or technology developed. Liquid crystal was found by a Austrian scientist, F.REINITZER in 1968 .Japanese companies applied it into large scale display started in 90s,which urged us moving into LCD era . In this study, we will discuss the competitive advantage of Taiwanese LCD driver IC industry ,the key component of LCD supply chain . Also we will take Taiwanese LCD driver IC design house-Novatek for example . By using five-forces framework , diamond structure and co-opetition theory ,we will dig out Taiwanese LCD driver IC industry¡¦s competitive advantage and its own position among world market . This study found Taiwanese LCD driver IC industry has competitive advantages of industry cluster ,high competition ,world-class customers ,quality human resources and government¡¦s support . With those advantages , Taiwanese LCD driver IC industry plays an important role of world market . We also propose strategies to Taiwanese LCD driver IC industry based on the result of this study .

Taiwan manufacturer has the cost advantage of manufacture and is famous in the world. Taiwan Electronic Passive Component(E.P.C.) company has the big pressure from those lower labor and land cost countries such as China because the technical entry barrier of passive component is low. Due to this situation, Taiwan passive component company endeavor to develop high-valued product and keep the strong relation with the customer in order to maintain the long-term profitability. Thus, the low-end and mid-end of passive component is occupied by Taiwan passive component company. Meanwhile, Taiwan Passive component company plan to develop high-end of passive component and to get more profit from these niche product. Taiwan subsidiary of international passive component company has the big competitive pressure on it. If Taiwan subsidiary of international passive component company does not take the appropriate strategy, this niche market will be expected to lose in the near future. Based on industry analysis and supplier analysis of Electronic Passive Component(E.P.C.),and case study from Taiwan subsidiary of international passive company, the thesis explored the success experience of competitive advantage from the case research of mainly utilizing The Five Force Analysis Model, Resource-Based View(R.B.V.), and SWOT Analysis. The suggestion were conclude as followed. 1.To Taiwan E.P.C. industry: To have the strong relation with each Design-Center of Japan, America, and Europe; to get the advantage of key material and manufacture process; to keep improving quality management. 2.To the research firm: To differentiate professional and technical support service; provide just-in-time delivery; to make the low-end product in the lower land and labor cost country.

Abstract ¡§Leasing¡¨ is a product of credit transaction with a long history, morn than 5000 years, according to the historical record. In recent years, the leasing industry started from the Industrial Revolution in 18th Century and due to its unique function such as specific investment, margin lending, sales promotion and assets management, it has already become one of the important category under the financing industry. Taiwan¡¦s leasing industry can be traced back to the beginning of 1970s and the fastest growing period was happened from 1978 to 1983. Over those years, more than 90 leasing companies were existed; however, due to the influence of the economy depression, people¡¦s willingness to invest became less and less and finally the corporate business achievement turned out to be negative for several years. At present, the number of the members goes down to 13 and obviously, the leasing company is largely affected by the depression of the outer prosperities. In recent years, because of the influence of the State¡¦s subprime mortgage, financial tsunami has become more and more serious around the world; therefore, the worldly financial institutions, enterprises and even the countries are now facing the results of the unprecedented managing risks. Leasing industry is categorized as one of the affiliated service industry of financial industry; most of its funding comes from the financial institutions and money markets which belong to the business of high degrees of operating and financial leverage. Under the impacts of the current financial tsunami, the financial industry itself has the phenomenon of not owning enough floating capital and so does the leasing industry; in the meanwhile, the financial industry needs to encounter the degenerating quality of the payment due to the results of those bankrupt companies. In consequence, the leasing industry is also coming across a hard time that accompanies with the financial crisis. This research starts from the basic knowledge of the Resource-Based View and continues to discuss how to make the best use of the limited resources and capabilities to manage a successful management under the highly competitive financial environment. Case studies will be applied in this research, especially the analysis of Company C. Industry investigation will be proceeded first to further understand the company¡¦s self-owned resources and capabilities and then to notice the advantages, the opportunities and the threats of the industry. After these steps, professional interviews and the analysis of the documents will be studied to sort out the following key factors to make the leasing industry successful. 1. Owning the ability of credit management, strengthening the quality of the products and maintaining the stable profit-making. 2. Creating the diversity of the resources of the capital. 3. Owning strong sales team and distribution channels to have a larger market share to create the values of marketing. 4. Owning a clear enterprise position and developing strategies. 5. Owning an internationalized marketing ability. Key Words¡GLeasing , Key Success Factor¡]KSF¡^, Resource-based View¡]RBV¡^, Competitive Advantage.