針對尼加拉瓜共和國中小企業發展政策之評估與建議

建立網站以促進宏都拉斯的農產企業發展 / This thesis is both theoretical and pragmatic; it has the components of a business plan including concepts, proposals and theory to support the contents of each section. The subject of study is AGROBOLSA, which is a company with a commodity exchange system in Honduras and the most important goal of this paper is to examine the possibility to develop a new business line to generate revenues through online auctions, and at the same time facilitate the business process for agricultural producers and industrial companies. Research Motivation In Honduras, it is well known that cornering is one of the most important problems to solve in order to reduce prices and allow the producers to merchandise their products obtaining fair prices. Another important aspect to consider is the supply chain Management; both components define the prices to wholesalers and retailers in the Honduran domestic market, therefore I consider it is necessary to implement alternative business models through private companies; the emphasis is made on efficiency and Information Technology with the objective to modernize the market. I also would like to put into practice what I’ve learnt throughout my two years in the IMBA program. Research Objectives The objectives of this research are as follows: 1. Delineate a new supply chain structure within the Honduran agricultural market. 2. Implement online auctions in order to achieve higher levels of efficiency in the business process. 3. Improve the usage of Information Technology by companies in Honduras using both B2B and B2C model. 4. Utilize theoretical components to describe the methods and/or techniques utilized in the different sections of a business plan. Research Questions 1. How a re-engineering of the supply chain affect the demand of the end customers of agricultural products? 2. What’s the importance of introduce IT in the business processes? 3. To what extend the usage of online auctions would increase the interaction among customers and their profits? 4. Would the online auctions contribute to reduce costs of operation through simplified business practices? Methodology This thesis covers the sections of a business plan, marketing, research & development, operations, risks and finance. There’s a theoretical approach and/or explanations and applications of concepts in every section, thus the nature of this paper has the research component of a typical thesis and the practical focus of a business plan. The goal is to properly explain the usage of e-commerce related tools within agribusiness in Honduras. The limitations encountered while doing the research are a lack of financial information, specifically the financial statements of previous years, which weren’t available in order to make a forecast of the revenues in real economic terms. Therefore the financial section is composed of hypothetical pro forma statements with the objective to reflect the financial situation of the company. Outline This paper has all the basic components of a business plan and the necessary theoretical background in each section, the contents are organized as follows: 1. Marketing Strategy 2. Supply Chain Management 3. Research and Development 4. Operations 5. Risks 6. Finance 7. Conclusions 8. References 9. Appendix

由全球氣候變遷、資源耗盡、能源短缺、人口激增、貧困惡化，以及物種絕滅等狀態，各國必須面臨社會、環境與經濟發展的空前壓力與嚴苛挑戰。從1997年的「京都議定書」，到2007年「聯合國氣候變化會議」對全球環境的討論，通過了「峇里路線圖」，它將規範2012年之後，世界主要排放溫室氣體國家需要努力的方向與指標。當環保節能的要求高漲，最大的壓力終究是指向企業，而最能具體落實的也是企業體，然而它也與企業之成長與否息息相關。 綜觀台灣資訊硬體產業之發展，因主要產品皆為高度成熟之科技產品，市場大部分為歐美各國。在歐美環境保育浪潮下，以及對企業社會責任的需求下，台灣廠商下一步面臨的已經不僅僅是績效、成本等的挑戰。全球知名策略管理學大師波特(Michael E. Porter)認為假如企業能將企業社會責任與經營策略結合，進行企業社會責任，則能實現創新和提高競爭優勢。 本研究以個案研究的方法，選擇台達電子工業股份有限公司為此研究的對象，進行企業社會責任與企業發展關聯性之研究，希望能發現企業社會責任在企業發展過程中的形成與推動因素、推動時所面臨的挑戰、以及企業社會責任運作後對企業價值的實現與成長發展的影響，以促進台灣企業積極推動企業社會責任。 本研究發現企業社會責任之形成與推動之關鍵，在於經營者的理念落實、政府法規、產業規範要求及可動用資源等。然而隨著企業規模逐漸擴大，所需監控的層面與複雜度增加，要如何克服困難是推動企業社會責任時所面臨的挑戰。當企業推動任何企業社會責任之相關活動時，企業的文化，與員工的價值認同，會提昇企業價值的實現與成長發展。 企業社會責任的推展除決策機制外，在選擇企業社會責任關鍵議題後，應考慮組織架構、方案的選擇、資源配置等。企業社會責任進行後，對組織的價值回饋有：正面提升企業形象、擴充公司品牌價值、吸引優秀人才、增進人際網絡與資源整合、獲得資金提供者信賴、增長與客戶之間良好關係；讓企業更朝向永續經營發展。 CSR 之發展與推廣在台灣正於萌芽蓬勃發展階段，CSR之探討需持續進行以提供其他企業借鏡之用。 / Due to the global climate change, resources exhaustion, energy shortage, population explosion, worsen impoverishment and species extinction, all the countries have to face unprecedented pressure and severe challenges in society, environment and economy. Discussed from Kyoto Protocol, 1997 through the United Nations Climate Change Conference, 2007, the “Bali Roadmap” was established, and it will be the guidance for those major nations that emit the Greenhouse Gas after 2012. While the demand for environmental protection and energy-saving is increasing and indeed, the enterprises have to suffer from the huge burdens. The burden of rising demand for environmentalism and energy-saving will eventually lie on the shoulders of the corporations, yet it is also corporations which can most likely carry out such policies in practice since the fulfillment of the policies is highly related to their future development. Looking at the development of Taiwan’s industry, all the products are technically sophisticated hardware products that are exported to America, Europe, and Japan. As the emphasis on environmentalism is prevailing over those regions nowadays, corporations will then have to face challenges more than just efficiency and costs. Michael E. Porter, a worldwide-known leading authority on competitive strategy, believed that for those corporations which can integrate social responsibilities and business strategies to implement corporation social responsibilities will be able to achieve innovation and build their competitive advantages at the same time. Case study method was adopted and Delta Electronic Inc. was selected to be the case study target for the purpose of observing the relationship between the CSR and the corporate development. In this research, the findings about the factors for the CSR formation and promotion during the corporate development process, the challenges the enterprises face while fulfilling the policies, and the influence on the corporate values and its development after impelling CSR, that will encourage Taiwanese enterprises to promote CSR vigorously. Based on this research, the key elements for the formation and the driving force for CSR are executives’ philosophy, government’s policy, industrial regulations and resource mobility, and constant commitment to CSR resulting in the trust and support from the stakeholders. In the process of impelling CSR, the scale of enterprise gradually enlarges, and the level and the complexity of supervision increases, so how to overcome the difficulties and impel consistently becomes the huge challenge. When the enterprises promote CSR activities, the forming of corporate culture and employee’s identification with the enterprises will increase the efficiency of corporation responsibility and social public welfare. Other than strategic alignment development, after choosing the key CSR issue, enterprises should consider the organizational structure, the selection of proposals, and the allocation of resources. The CSR effort will end up in vain if the executive doesn’t impel to action; even though the enterprise possesses sufficient resources. After the enterprise perform the CSR, the positive effects to the organization will increase enterprise’s reputation, enhance enterprise’s brand value, attract more talented persons, build up personal relationship network, integrate resources, gain the trust from investors, and develop harmonious relationship with customers. All these can make the enterprises run their business perpetually. The promotion and development of CSR in Taiwan is thriving. Research endeavors on CSR should be greatly extended to assist enterprises’ CSR commitment.

本研究者曾於創業競賽中完成一套企業計畫書。就企業計畫書本質而言，，正是用來表現創業者如何由一概念發想，並藉由適當的資源應用與網路關係建立並經營一企業。也因為參與競賽，發現其實台灣有許多的技術、知識，是還未受到重視及應用。基於以上理由，牽動了研究企業發展階段的動機，希望能夠試著找出一些企業發展之通則。也因此，本研究決定以規模較小的且應用大量知識為企業資源的公司，作為觀察的對象。 本研究根據利用企業發展的四階段，即原創階段、商品化階段、企業化階段、產業化階段，將企業發展劃分為四個時段，並利用吳思華所提出的範疇、資源、網路等三項企業發展策略構面，嘗試解答知識型企業在不同階段是否符合企業發展階段之模式？知識型企業在各期發展階段之關鍵任務為何？知識型企業如何運用策略由前一發展階段步向下一發展階段？等問題。 經由個案研究訪談，以及本研究之事後歸納分析，本研究得出以下之重要發現： 1.知識型企業發展的確符合本架構各階段進程 2.知識型企業各期發展階段之重要關鍵任務 ·原創階段為確定營運範疇及未來發展方向 ·商品化階段為結合多元知識研發兼具專業及品質的產品或服務、建構商品的獨特性、佈建出一套商品的研發程序及相關配套設備措施 ·企業化階段為建立品牌商譽與顧客互動關係、公司整體組織及員工制度、將不必要的生產相關工作外包 ·產業化階段為以充裕的公司資源擴大市場範疇、與外界合作，並藉由合作以整合公司資源 3.知識型企業邁向下一發展階段之重要策略考量 ·原創階段前累積足夠的專業知識，並熟悉市場 ·商品化階段前規劃合宜的架構(確立產品市場)、創辦人藉研發將知識從個人身上轉移到組織、制訂研發程序及累積公司無形資產 ·企業化階段前專注企業核心資源建立(其餘向外尋求合作)、提供標準及足量的商品及建立與顧客接觸管道、內部程序標準化、以制度及價值活動深植無形資產與組織能耐 ·產業化階段前則利用多餘的資源投入其他具有未來發展潛力的產品及市場中，並利用對外合作活動整合企業資源 4.整體而言，本研究以為知識型企業發展之有數項重要策略演變，在企業發展前期，公司是以有形資產及個人能力為主要企業資源，但隨產品研發之完成，公司制度之建立，則利用無形資產以及組織能力驅動企業持續發展，並創造出更多的有形資產及各專業能力，成為組織產生生生不息的成長來源。 關鍵字：知識型企業、企業發展階段、幼教相關企業

現今產業環境變化加速，知識工作者高度流動、產品生命週期越來越短、以及研發成本不斷提高，「創新」出現了革命性的變化。封閉已經成為過去，現在是「開放式經營模式」的時代，要掌握決勝未來的關鍵，就必須掌握與合作夥伴創新的能力。這個新模式，不只改變了企業的成長動能，更重要的是它改變了遊戲規則。「開放式經營模式」已經成為跨越地理疆界、打破速度、解決資源匱乏的新存亡關鍵。 / 企業向外尋找創新來源的過程中，必須積極地自外界搜尋、截取新的想法、資源，同時也要讓企業內部所研發創新的技術向外流出，讓外界運用。此外，企業必須進行經營模式的創新，與更多的供應商、顧客形成一新的產業生態系，企業主導其經營模式成為平台，與經營的夥伴共同承擔風險，同時共享其利潤，從中為整個產業生態系創造更大的價值，也為自己的企業創造更大的價值，此即為「開放式經營模式」的典範。 / 本研究將分析探討究竟企業是如何逐漸從原先的經營模式逐漸演進為開放式經營模式，理解其演進發展的過程中關鍵的成功因素為何，企業需經歷哪些重大的變革，以及企業欲成為開放式經營模式之平台的主導廠商，需要哪些關鍵的能力及資源。本研究採用歷史研究法及個案研究法，以台積電作為個案之例進行研究，發現從企業的核心策略演進分析、策略性資源演進分析、顧客介面演進分析、價值網絡演進分析，分別找出了企業演進為開放式經營模式的關鍵因素，且發現這些關鍵之間彼此有著緊密地互動與連結，而「開放式經營平台」即扮演著此一重要的角色。 / 透過本研究的分析探討，提供業界企業經營模式的演進以成為開放式經營模式之模型參考，以及企業欲實踐開放式經營模式實務上的作法，對於Chesbrough（2006）所提出之開放式經營模式的理論得到了實務上的驗證。此外，本研究亦提供了一結合Chesbrough（2006）開放式經營模式觀點以及Hamel（2000）經營模式理論之基礎架構，可作為研究探討企業開放式經營模式之演進歷程分析的理論基礎，且針對原先學者所提出的理論進行相關的討論與進一步的詮釋與修正。此外此一基礎架構也提供產學界對於未來開放式經營模式相關的管理議題，有更多後續的研究與發展。 / The environment of industry is rapidly changing and highly turnover rate of knowledge workers. Product lifecycle become shorter. R&D cost increases constantly. “Innovation” has the revolutionary change. Closing has already become the history. Now, it’s the era of “Open Business Model”. For controlling the key of success in the future, we should control the ability to innovate with partners. This new model not only transforms the growth kinetic energy of the enterprise but also changes the game rule more importantly. “Open Business Model” have become the live or dead key of crossing over the geographical boundaries, breaking the limitation of pace, and solving the problem of deficient resources. / In the process of enterprise finding innovative sources from the outwards, enterprise must search for the external world actively, acquire the new ideas and resources, and let the internal technology of R&D innovation flow to the outwards for the application of external world at the same time. Besides, enterprises must proceed the innovation of business model and collaborated with more suppliers and customers to sustain in the new eco system. Enterprises will lead and change business model in e-platform, undertake the risks with business partners, and share the profits together at the same time. In the process, not only it creates more values for the entire eco system, but also it creates much more values for itself. It’s the paradigm of “Open Business Model”. / The research analyzed and observed how the enterprise developed from the original business model to the open business model gradually. We realized what the critical successful factors are in the development period of evolution process, what the significant changes the enterprise need to experience, and what the keys of capability and resources the enterprise need to become the leading manufacturer of the open innovation platform. The research adopts historical research and case study method, and takes the Taiwan Semiconductor Manufacturing Company (TSMC) as a case study for the research. Based on the open business model perspectives, “core strategy”, “strategic resources”, “customer interface” and “value network”, the research find out the key factors in the evolution period. Moreover, the research observed the “Open Innovation Platform” plays an important role on interactive relationship between these critical factors. / The research also provides enterprise the framework of how to evolve into open business model, as well as the practical experience of how to approach the open business model. The theory of open business model which Chesbrough (2006) proposed is verified in real business. In addition, the research also provides the basis of the theoretical framework which is the combination of Chesbrough (2006) open business model perspective and Hamel (2000) business model theory. It could be used as the foundamental theory of analyzing the open business model evolution for the following research. This research also provides the topics of the following open business model or other related managerial issues for the academic and practical research.

第一個由政府主導的創業競賽－科技部創新創業激勵計畫始於2013年。邁入第三年，已舉辦了六個梯次。根據科技新報指出，截至2015年4月，其中真正走向新事業發展的僅有38間。因此，本研究欲瞄準獲得優勝的參賽團隊，研究其在創業的歷程中面臨到什麼樣的改變因素，使得參賽團隊改變其方向。 本研究採用個案研究的方式，從FITI計畫歷屆獲得前十名優勝隊伍中挑選出四組作為研究個案，並搭配Timmons Model中所提到的「機會」「團隊」、「資源」及「動態關係」，透過這些面向來探討個案後續新創企業發展的改變因素，及如何與此理論相呼應。 研究結果發現，參與FITI計畫的創業團隊，其後續改變最主要的兩大原因為對未來機會拿捏的不確定性及團隊之間的不協調性；參照Timmons Model，可以很清楚地界定出創業團隊後續改變的因素為何；創業者對「機會」的可控程度為Timmons Model尚未考慮進的因素。 另外，針對研究結果亦提出建議給予未來參賽隊伍，及如何給予FITI計畫政策上的建議。對於參賽團隊而言，一切的因素如合作模式、股權分配等都應在事前談妥。而針對FITI計畫亦提出評審機制、白皮書、技轉三點未來可改進之建議。 / The first entrepreneurial contest held by government was the From IP to IPO (FITI) in 2013. FITI contest had held over two years, nearly 160 entrepreneurial teams, but only 38 of them established companies. Thus, this study aims to explore the reasons why these winning entrepreneurial teams change after the FITI contest. With the method of case study used in this study, four of the top ten winning entrepreneurial teams from over the past years had been chosen as case studies. And by the support of “Opportunity”, “Teams”, “Resources” and “Dynamic Relationships” from Timmons Model, this study aims to explore the reasons why these entrepreneurial team’s changing reasons, also to see how it fits in Timmons Model, and how it interacts with each other. This study finds out that the entrepreneurial teams change because of two reasons, which is the uncertainty to opportunity and the incoherence between team members. Next, the changing reasons can be clearly defined by the use of Timmons Model. Lastly, how much of the controlling power the team held to the opportunity, is one of the factors that Timmons Model had not been considered yet. Last but not least, this study also gave suggestions to the entrepreneurial teams that wanted to attend to FITI contest that everything like division of work should be negotiated at the very first place. On the other hand, three suggestions are also given out to FITI.

本論文從IBM在軟體的策略，尤其是軟體的產業解決方案作為研究的核心。2008年的金融海嘯造成全球經濟大衰退，IBM適時提出了智慧的地球的計劃與願景，並積極推動從客戶實際需求與價值思考出發的產業解決方案(Industrial Solution)，結果IBM驗證了其營運與業績不但沒有受到影響並且在營收與獲利上繼續穩健成長。本論文首先依時間軸對IBM自1993年葛士納總裁接任後針對服務與創新的轉型；到2003年帕米沙諾接班後的併購計劃與智慧的地球創新策略；乃至於2012年羅美蒂繼任後推動之商業分析，軟體產業解決方案以及最重要的2015年成長計劃等各項重要改革與執行策略做一詳細的整理與分析，個案研究針對IBM公司所面臨的挑戰與企業經營策略及轉型架構進行分析與探討並延伸至軟體產業解決方案，以Michael Porter的五力分析架構對IBM公司在軟體產業與產業解決方案的產業競爭態勢予以深入探討分析，並針對IBM與其主要競爭對手的軟體產業解決方案以SWOT做一完整的分析，此外也從IBM的軟體事業群的成長與轉型策略，來驗證IBM對軟體的產業解決方案的重視與策略意涵，並針對軟體之產業架構(Industry Framework)的發展與導入的「客戶導向與客製化產業解決方案開發策略(client focused & tailored execution strategy)」與成功要素予以分析並歸納。 最後結論中對國內軟體產業以Michael Porter的鑽石模型做一分析，並對未來台灣軟體產業可能的發展方向提出建議以提供產業與政策制定者參考，如何面對與開發國際市場以及如何從人才面發展並建立台灣的軟體產業競爭優勢將是值得我們仔細深入思考的方向，希望未來台灣的軟體產業也能創造出典範移轉，發展出如同IC設計與製造產業的規模與競爭優勢。 / The development of this paper is focused on IBM`s software strategy，especially on the strategy of IBM`s software industrial solution as the research focuses。When the financial tsunami caused the serious economic recession around the world during 2008 year end，IBM raised the「smarter planet 」initiative and vision to drive the execution of series of industrial solution centric projects according to the client real requirements and values。IBM proved that its operation and business performance were not affected by this crisis，moreover IBM continued to grow steadily in the areas of both income and margin。In the context of this paper，I will first analyze the IBM`s transformation history in the three key stages under three CEOs，including Lou Gerstner`s service & innovation transformation since 1993；Sam Palmisano`s Merge & Acquisition plan & smarter Planet initiative；and Ginni Rometty`s 2015 roadmap plan to shoot for at least US$ 20 EPS by year 2015。 In the case study we will analyze the challenges which IBM was facing from corporate operation and transformation standpoints. For IBM`s software & software industrial solution strategy，Michael Porter’s five forces framework will be used to do an analysis to have a clear view on IBM`s competitiveness in the software & software industrial solution industry. SWOT analysis will also be applied to gain an in-depth view on IBM and its major software industrial solution competitors。From IBM software group’s growth and transformation strategy，we can also verify the strategic imperatives on IBM`s focuses on industrial solutions。Finally we use the example of how IBM successfully developed the various Industry Frameworks through client focused & tailored execution strategy to illustrate IBM`s asset-based solution development concept。From the recent organizational transformation of IBM software group in 2012，we can also prove that the transformation direction is toward solution centric。 In the summary of this paper I will analyze Taiwan`s software industry using Michael Porter’s Diamond model to come out several suggestions for the reference of software development vendors and government policy makers in Taiwan。How to develop the international market and build the talent resources to increase Taiwan`s competitiveness advantage will be the key focuses which we need to think deeply。Hopefully the software industry in Taiwan will have a paradigm shift and grow to the scale of the IC design and manufacturing industry with competitiveness。