As affected by the massive capital into the Mainland China known as the world factory, not only the national business environment has been changed dramatically, but the outgoing trend of various industries has also been raised severely. In particular, the competitive advantage of the information sector has reflected a sign of falling behind in gradual. On the other hand, 3C electronic products on the tendency toward the flipping and short design have been promptly developed in the prevailing evolution process, along with necessity of rapid upgrade on heat-radiating technique. The heat-radiator module industry becomes the most heat as the CPU radiator plays the vital component of the information sector. Following high-tech industry and information sector shifting their production plants to mainland, however, small enterprises based on numerous satellite factories around the radiator OEM parent company encounter an instant dilemma for lack of the Taiwan¡¦s order and market. For this instance, an essential subject what they confronted and considered is to constitute the business strategy adaptable to the existence. According to the study, it was deemed that seeking for the suitable entry model and defining the feasible business strategy are the primary rules of the Taiwan firms toward the mainland investment at the initial stage. Since factors that they took into considerations overlapped and influenced one another, this research on both the basis of the relevant literatures and the demonstration of the practice business case probed into sorts of entry modes and considering elements that the upstream electronic parts suppliers of the radiator industry among small and medium enterprises migrated to the mainland. It also explored the business strategy along with its implementation and achievement through all strata of core competency, HR policy, value chain activity and so on while integrated the related factors of counterparts, as well as submitted suggestions and deliberations on the strategic aspect for the subject firm and the interesting relevant sector as a result of 5S and SWOT analyses. The object of this research was a PCB process assembly factory engaging in productions of heat-radiating fans ¡V one of the small-/mid-sizes electronic parts suppliers, basing on the case study approach by processes of the concerned records conference, research structure confirmation, interview subject affirmation and profound survey fulfillment to collect data directly. In the respect of the adaptable entry model that the ¡§A¡¨ firm got to set up in the mainland was primarily considering on the country, industry, market, itself and etc. It included political risks of the cross-strait, low, regulation and system of the mainland, infrastructures, and administration efficiency of the government for country factor, as well as industry cluster formation, strategy alliance of major downstream correspondents, and growth potential of market for industry factor. The firm itself also considered compatibility, dependency, business strategy, financial capability and core technology ability of partners. Whereas product factor, assessments were taken on the life circle, time to market and decision making. Finally, the ¡§A¡¨ firm was the venture exclusively with its own investment on the mainland after all of the aforesaid was cohered as the evaluation criterions of control strength and resource input. This research also suggested that exclusive venture is the adaptable model for satellite factories or outsourcers to penetrate into the mainland with less capital, stable order and predictable business profits. In the primary stage, the lease of local premises and installations is regarded as the rational practice to diminish the managing risks of vast investment in addition to swift mass productions and investment retrieve. With the prospective business strategy, the ¡§A¡¨ firm proceeded with the equal combination of the costs shrinkage and diversifications. Namely, competitive advantages were derived from the diversified quality products and the cheap prices underpinned by the total low costs. Aggressive engagements for the latter included foundations of critical mass facility, strict cost control, production capability and utilization rate promotion, productive efficiency improvement, and effective procurement system, along with persistent process upgrade, quality control and mass production velocity advancement. The focus on the former featured on the R&D experiences accumulations, production molder creation, process technique and quality management enforcement, strategy alliance with OEM parent firm to strengthen R&D, new technology engrossment, customer service, realistic delivery, in time to market and so on. In the alternation of miscellaneous objective conditions, this research proposed that business model as considered has to be gradually transformed from vertical integration to horizontal segmentation. Relatively, it will either blend the mainland local industry or nourish the native suppliers to compete with the Taiwan products in the mainland market. If the radiator OEM parent company shifted the said horizontal segmentation style, for instance, numerous satellite factories and outsourcers of small and medium enterprises should seek for the feasible direction to link up with the local counterparts for technique R&D promotion toward the mainland market with product application, commercialization ability and management technology. Furthermore, it has been fragile for small and medium enterprises to convert the professional knowledge into intellectual property rights while popular examples such as certain inventions missing advantages resulting from the mainland imitation have been seen everywhere. Thus, it also could be the feasible way for small and medium enterprises to positively participate in the relevant R&D alliances with logical input for intensive interests. Such intents emphasized on R&D and innovation stress, technology upgrade initiation, well knowledge management, literalizing and digitalization, and commercialization and value creation. Through the strategy consideration, the decision on transferring of technology for becoming one member of the strategy alliance or the transformation model of upstream and downstream plants has not only attained the global leverage, but also acquired benefits from technique franchises, in addition to the accomplishment of the win-win prospects for the Taiwan investors on the great China sector.

In response to internal demands or external changes, an enterprise must maintain flexbility in order to keep its competitive advantage. An enterprise has to constantly create unique competitive advantage to achieve sustainable operation. Although innovation is the key driver of evolution and progress, group imitation will eliminate the competitive advantage created by innovation. Therefore, the key to the generation of corporate profit will be the constant effort of innovation. Changes and innovation together form the corporate competitive strategy, which is composed of a series of actions. In other words, strategy is embodied in all sorts of serial activities of the enterprise. Essentially, the changes and innovation in the corporate business strategy are the factors that shape the corporate business strategy in Five Forces Analysis. This research aims to explore the unique business management strategies by examining the business management strategy generated from the variables in business management: change and innovation. Research data was collected, analyzed, and organized by leveraging benchmarking and in-depth interviews with selected companies. The resulted recommendations can be referred to the future strategies. Research conclusions are as follows: 1. In order to fit in the business environment in the future, Chunghwa Post can transform itself into a financial holding company in order to reach the economies of scale and lower cost. 2. After the establishment of the financial holding company, the parent and subsidiary companies will maintain a close contact with each other. Internal control system and audit system should be established beforehand. 3. As financial holding companies often expand by merging, it is important that Chunghwa Post chooses an organization with complementary business functions with proven business performance as its merger partner. 4. Focused and professional services are essential to bringing the strengths of financial holding company into full play, building up competitive advantages, and securing niche market. 5. Resources integration and performance management should be fully utilized while a robust computer information system should be deployed. 6. Before carrying out change and innovation, the internal employee education should be completed to obtain a consensus. 7. By leveraging knowledge management, the business management strategy knowledge of change and innovation can be converted into "service know-how". With the "service know-how", the company can then move further to realize its vision of turning into a consultancy management company.

Abstract Six Sigma is a management philosophy that is widely accepted among global industries. This study reviews literature on the definitions of Six Sigma and business strategy. Also, the study constructs a preliminarily exploration model of integrating Six Sigma program with business strategy. The exploration model for business excellence includes independent dimensions of business strategy, Six Sigma implementation and the dependent dimension of quality performance. The dimensions of business strategy include the variables for organizational culture, organizational assessment, strategy formulation and improvement methodology. Meanwhile, the dimension of Six Sigma implementation includes steering organization of Six Sigma, skills of quality improvement, integrating orientation of quality improvement and performance bottom-line. The dependent dimension of quality performance is based on employees¡¦ motivation, customer satisfactory, increasing profit and deceasing cost. 1. For an exploration model integrating Six Sigma activities with business strategy, the organizational culture variable is the most important factor. The top management must have commitment towards the Six Sigma activities, involvement in the Six Sigma training and emphasis on customer satisfaction to enhance the integration of Six Sigma with business strategy. 2. The more integrated the dimension of business strategy, and then the variable of steering organization is more confirmed. The variable of skills of quality improvement will produce efficiently, performance bottom-line will be good outcome and integrating orientation of quality improvement is positively. 3. The 8 variables with the model of integrating Six Sigma activities with business strategy are positively related with the index of quality performance. The variable of strategy formulation within the dimension of business strategy and the variable of integrating orientation of quality improvement within the dimension of Six Sigma implementation are most highly related with the index of quality performance. It means that Six Sigma strategy must be confirmed and the business resource must be integrated to reach quality performance. 4. The key factors in the predicted model of quality performance by multiple regression methodology are as follows in sequential order: integrating orientation of quality improvement, performance bottom-line, organizational assessment, improvement methodology, organizational culture, skills of quality improvement, and steering organization. The best predictor is the variable of integrating orientation of quality improvement. It implies that the quality activities must be combined with management by objective, quality skills training must be implemented continuously and quality plans by executed by project for reach best quality performance. This study concludes that the firms do not necessarily have to adopt Six Sigma activity to reach excellent performance. Integrating the management activities of business strategy will help balance the technical elements of Six Sigma implementation for quality performance, and the business strategy dimensions that will make implementing Six Sigma more effective.

Web Services can be seen from two views ? one that it is a purely technological advance and the other that it is a capability that an organisation can deploy to meet a business objective. Much has been said about the first view but not much has been said about the second view. The underlying premise of this research is that in the context of an ever-increasing competitive environment, an organisation needs to take into account these important aspects: What is the business strategy of the organisation, which adopts Web Services? Does the IT align with the business strategy of the organisation? The aim of this research is to capture and describe business-IT problems in the context of strategic requirements and Web Services. As a means to align a Web Services initiative with business strategy, we propose a Requirements Engineering framework to capture the business objectives of an organisation from strategy to implementation. The methodology that we propose provides a roadmap from business strategy, to the strategic objectives to implementation in four dimensions: innovation, customer relationship management, infrastructure management and financials. The proposed framework extends the e-Business Modelling Ontology (eBMO) of Pigneur and Osterwalder by applying Bleistein et al?s Progression of Problems to understand the strategic objectives and the business context. We have presented 2 examples as proof of concept. We have experimented with our methodology on Amazon.com and Dell.com ?cases developed from the literature? as these organisations are aggressively pursuing Web Services as a part of their IT and business strategy. We use the Problem Frames approach to capture the business objectives and the problem context of an organisation deploying Web Services and to create a strategic alignment between the business strategy and the information technology. The approach presented in this thesis is used to understand Amazon and Dell?s strategy and strategic objectives. It was possible to capture strategic objectives and the strategic context through combination of the eBMO and Progression of Problems. It was also possible to trace this to Web Services requirement description through application of Problem Frames. The framework combines with Bleistein et al?s Progression of Problems at the strategic level and applies Problem Frames at the operational level. It takes the problem-oriented view of the whole process, but does not apply Problem Frames throughout, at least not in their original formulation by Jackson.

Web Services can be seen from two views ? one that it is a purely technological advance and the other that it is a capability that an organisation can deploy to meet a business objective. Much has been said about the first view but not much has been said about the second view. The underlying premise of this research is that in the context of an ever-increasing competitive environment, an organisation needs to take into account these important aspects: What is the business strategy of the organisation, which adopts Web Services? Does the IT align with the business strategy of the organisation? The aim of this research is to capture and describe business-IT problems in the context of strategic requirements and Web Services. As a means to align a Web Services initiative with business strategy, we propose a Requirements Engineering framework to capture the business objectives of an organisation from strategy to implementation. The methodology that we propose provides a roadmap from business strategy, to the strategic objectives to implementation in four dimensions: innovation, customer relationship management, infrastructure management and financials. The proposed framework extends the e-Business Modelling Ontology (eBMO) of Pigneur and Osterwalder by applying Bleistein et al?s Progression of Problems to understand the strategic objectives and the business context. We have presented 2 examples as proof of concept. We have experimented with our methodology on Amazon.com and Dell.com ?cases developed from the literature? as these organisations are aggressively pursuing Web Services as a part of their IT and business strategy. We use the Problem Frames approach to capture the business objectives and the problem context of an organisation deploying Web Services and to create a strategic alignment between the business strategy and the information technology. The approach presented in this thesis is used to understand Amazon and Dell?s strategy and strategic objectives. It was possible to capture strategic objectives and the strategic context through combination of the eBMO and Progression of Problems. It was also possible to trace this to Web Services requirement description through application of Problem Frames. The framework combines with Bleistein et al?s Progression of Problems at the strategic level and applies Problem Frames at the operational level. It takes the problem-oriented view of the whole process, but does not apply Problem Frames throughout, at least not in their original formulation by Jackson.

Web Services can be seen from two views ? one that it is a purely technological advance and the other that it is a capability that an organisation can deploy to meet a business objective. Much has been said about the first view but not much has been said about the second view. The underlying premise of this research is that in the context of an ever-increasing competitive environment, an organisation needs to take into account these important aspects: What is the business strategy of the organisation, which adopts Web Services? Does the IT align with the business strategy of the organisation? The aim of this research is to capture and describe business-IT problems in the context of strategic requirements and Web Services. As a means to align a Web Services initiative with business strategy, we propose a Requirements Engineering framework to capture the business objectives of an organisation from strategy to implementation. The methodology that we propose provides a roadmap from business strategy, to the strategic objectives to implementation in four dimensions: innovation, customer relationship management, infrastructure management and financials. The proposed framework extends the e-Business Modelling Ontology (eBMO) of Pigneur and Osterwalder by applying Bleistein et al?s Progression of Problems to understand the strategic objectives and the business context. We have presented 2 examples as proof of concept. We have experimented with our methodology on Amazon.com and Dell.com ?cases developed from the literature? as these organisations are aggressively pursuing Web Services as a part of their IT and business strategy. We use the Problem Frames approach to capture the business objectives and the problem context of an organisation deploying Web Services and to create a strategic alignment between the business strategy and the information technology. The approach presented in this thesis is used to understand Amazon and Dell?s strategy and strategic objectives. It was possible to capture strategic objectives and the strategic context through combination of the eBMO and Progression of Problems. It was also possible to trace this to Web Services requirement description through application of Problem Frames. The framework combines with Bleistein et al?s Progression of Problems at the strategic level and applies Problem Frames at the operational level. It takes the problem-oriented view of the whole process, but does not apply Problem Frames throughout, at least not in their original formulation by Jackson.

Diss. Linköping : Univ., 2004. / Härtill appendix.

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M.Comm. / In the current economy, leveraging information technology (“IT”) is of vital importance to gain a sustainable competitive advantage. To accomplish this, companies must ensure the alignment of IT with business strategy. The fundamental goal of alignment should be for IT capabilities to support, enable, and, where appropriate, lead business strategy. Such alignment will maximize the effective use and value of IT in a strategic context. The alignment of IT and business strategy is not easily achieved and has always presented IT and business executives with numerous problems. One of many challenges facing small businesses is that IT strategy appears to take a parallel course to business strategy, maintaining a common direction with business strategy but at a distance. The objective of this research is to identify the impact of this separation of strategy, and understand how to enable enhanced alignment of IT and business strategy. The research scope focuses on the alignment of IT and business strategy in small and medium enterprises (SMEs). The Strategic Alignment Model will be used to analyse IT and business strategy alignment. The value that IT contributes to the organisation will be analysed in terms of three dimensions: systems, users and the wider business. The research will seek to establish whether a relationship exists between strategic alignment and the value of IT to the organisation. Data has been collected through structured interviews conducted with management executives from various SMEs. A concise introduction with each participant ensured a common understanding of key terms and concepts. Questionnaires were also mailed to willing participants where personal interviews were not possible. The findings of this study are expected to assist the alignment of IT and business strategy in SMEs in South Africa resulting in greater realisation of IT value and benefits.