近年來，線上購物已成為趨勢，方便、不受時間地點限制想什麼時候買就什麼時候買，根據資策會MIC在2009年的調查，曾經參與網路購物經驗的民眾比例高達90%以上，其中女性網購比例高於男性，主要消費年齡層都是在20歲到39歲之間，佔整體比重約為80%。 成立於2000年的PayEasy.com(康迅數位整合)不同於其他網站，PayEasy鎖定女性會員為主要消費族群的電子商務網站，以虛擬百貨的經營模式及網群的發展概念深獲女性網路族的認同，發展至今，產品線已擴展到食、衣、住、行、育、樂等全面生活所需，此外它結合了女性時尚電視節目，營造出一個全方位的女性購物商城。 本研究主要擬以PayEasy為研究對象，探討該個案針對台灣女性消費者之線上購物獨特成功之商業模式，以了解其實務發展之歷程、問題及因應策略，相信對於相關電子商務業者亦有相當的實務價值啟發。 另外，本研究從實務的觀點推論，依照女性經濟、線上購物的電子商務、商業模式三大面向的相關次級資料，進行文獻探討；其中以商業模式做為本研究訪談大網之基礎，瞭解五位受訪對象之作為及想法後，針對訪談內容進行編碼及內容分析，最後產生研究結論與建議。 / In recent years, online shopping is becoming a tendency. You can buy anything with any time and any place, more importantly, it’s convenient. According to the research by MIC in 2009, the percentage of the consumers who had the experiences with online shopping was accounted to more than 90%. Furthermore, the propotion of female was more than the male, and the age between 20 to 39 years are the major purchasing group, it accounted to 80%. PayEasy.com was founded in 2000; the difference between PayEasy and other online shopping websites is that PayEasy focuses on female grouping, to acquiring woman’s identification by the business model of virtual department store and the development of online community. So far, PayEasy’s product lines have extand to not only the basic necessities of life, but also educate and entertainment. Besides, PayEasy cooperate with female fasionable TV program, to establish a whole new and omnibearing woman’s online shoppoing mall. In this study, we select PayEasy as our research object to discuss the business model of woman’s online shopping, to realize the developments, dilemmas, and strategies of PayEasy; it would be constructive and valuable for the e-commerce entrepreneurs. Additionally, we stand on a point of practice view to discuss the literatures based on the secondary data of woman economics, the e-commerce of online shopping, and the business model. Among that, we select business model as the foundation to design our interview outline. After meeting 5 participants, we use their opinions and thoughts to do coding and analyzing, and than acquire conclusions and suggestions in the end.

近幾年由於「山寨手機」的興起，吸引了大家對於山寨產品的注意力，改變了一般民眾對山寨產品的想法，然而，山寨手機的出現，已經不單是一個社會的獨特現象，它更影響了手機產業供應鏈的生態。因此本研究透過個案研究方法，以B公司做為研究對象，從收集的初級及次級資料中，利用SWOT分析與五力分析作為分析方法，試圖回答下列兩個問題：（1）瞭解「山寨產業」對於PCB產業有何衝擊？（2）面對「山寨產業」的衰退，台灣PCB廠商應如何因應？ 本研究發現，由於B公司初期的企業能力能夠滿足山寨手機的需求，因此能夠在山寨手機興起時從中獲利，然而，隨著山寨手機產業的衰退，本研究認為B公司須採用下列策略因應：（1）淡出山寨手機供應鏈，不再陷入削價競爭的窘境，將目標客戶轉為「白牌手機」廠商，（2）善用大陸市場與低價勞力，由於大陸市場已經從「世界工廠」轉變為「世界市場」，為了服務廣大的消費者，國際大廠紛紛在大陸設立據點，因此B公司應繼續增加昆山廠的生產線，同時，（3）要提高手機用PCB的研發費用，由於傳統山寨手機產業已經衰減，新的需求轉向高階智慧型手機，因此B公司必須手機產品主力從低階四層板，提升為高階的HDI板，除了可以回應智慧型手機的需要外，也慢慢將目標客戶轉移至品牌手機廠商。 本研究主要貢獻是提供企業深入了解山寨手機對手機產業供應鏈之影響，雖然仿冒抄襲是一個新興產業成長的必經之路，然而大陸的山寨手機產業所產生的影響不容小覷，因此本研究以一個曾經受惠於在山寨手機的PCB廠作為研究對象，試圖提出面對後山寨時代的來臨，企業應該用如何回應。 / The rise of bandit mobile phone industry has attracted people’s eye and change people’s mind on bandit products. “Bandit” is not just a unique social phenomenon, but an impact on the outside environment of mobile phone supply chain. This research used case study to investigate the B company, a Taiwanese PCB company as our research object. We utilized SWOT analysis and Porter’s five force analysis as tools with our primary and secondary data to clarify the following two questions: (1) what the influence did bandit industry arise on the PCB industry, and (2) what is the PCB company’s strategy when facing downturn of the bandit mobile phone industry. Our study has found that the B company’s capability matched the need of bandit mobile phone industry at the early stage. However, with the industry declined, we suggest the B company should adapt the following strategies in order to maintain its profit: (1) fade out from bandit mobile phone industry, and turn to white-box mobile phone industry; (2) take advantage of cheap labor cost in China and extend existing production lines; (3) enhance the R&D investment on mobile phone PCB. The major contribution of this research is to help firms understand the influence of bandit mobile phones on mobile phone’s supply chain. Although copy is the necessary evil in the developing industry, however, the impact from it still can’t be ignored. We choose a Taiwanese PCB company, which has been benefited from bandit mobile phones, as our case to identify what’s next for the PCB companies in post bandit mobile phone age.

綜觀1997年亞洲金融風暴之後的泰國，泰國政府設法改善以農立國的機會點，運用大量農產品輸出提升國家整體經濟，這其中最為驚人的成就便是世界廚房的執行，政府透由單一窗口的溝通，明定清楚的營運績效指標，讓泰式料理躍上舞台成為關鍵字的搜尋，也成功的吸引無數的觀光旅客前往泰國一窺究竟，深入探訪學習泰式料理與體驗泰國文化。然而在看了別人的成功經驗之後，台灣的餐飲業是否有機會可以學習呢？因此本研究試圖由相關文獻與資料的蒐集，並深入訪問在餐飲領域學有所長的專家意見，藉由泰國政府世界廚房的營運經驗中找出成功關鍵，進而反思台灣餐飲業可以學習的作為，當中也加上中小企業鼎泰豐的營運方式說明，並引用了白地策略的商業模式思考我們日後可以運作的方法與營運法則。 經過這一連串的研究探討，茲將歸納總結出三方向的建議 一. 政府端：建議政府單位能夠仿效學習成立專責單位，儘可能簡化作業時間與文書往返的營運模式，讓權責單位能夠更具效能的執行餐飲業的推廣；再者近來的食品加工風波，亦是政府單位需要改善制度，設法成立食材履歷的改善作為，好讓餐飲業的經營除了美味更具安心。同時我們透由泰國世界廚房的營運經驗也可以發現，維護品質的稽核制度不可少。 二. 企業或組織端：透由連鎖化的營運模式壯大自己的營運成績，讓自己形塑品牌深化才能有機會在日益變遷的餐飲環境中紮根。再者應該結合台灣科技化的優勢，架構資訊平台讓營運的經驗法則能夠累積成自己的創新價值，形成關鍵流程與資源，讓自己的營運評斷基準更具說服力。 三. 顧客端：日益成熟的台灣社會，我們更應該努力成為有同理心的消費者，在購賣決策形成時，除了廉價思維之外，更應該思考商品的附加價值，讓整體的經營環境，不光只有法令、業者的努力，更有許多消費者的認可，才能讓餐飲業的發展朝光明面邁進。 關鍵詞：泰國世界廚房、白地策略、鼎泰豐、個案研究、餐飲業 / After Asian financial crisis, Thailand’s government tried to improve the department of agriculture in1997 and found the opportunity. They increased the economic growth by exporting the product of agriculture. The most of achievements is the implement of the Center for Thailand kitchen of the world. What can we learn from f the Center for Thailand kitchen of the world？What are the major reasons of their achievement? This paper will use the literature review and interview expert of restaurant industry. We also choose Din Tai Fung to be our case study and use the rules of white space. After our empirical study, we have three conclusions: 1. We thought that our government can reduce the process of paper work and provide the organization of one stop service. After the crisis of food processing，we can set up the food pedigree to improve the quality of food & beverage. According the business model of Center for Thailand kitchen of the world, we need to build the system of quality auditing. 2. The franchise system can expand the scale of business. Through the franchise model, the enterprise will have the opportunity to increase the market share in the food & beverage industry. We have the advantages of hi-tech technology in Taiwan. We can run the successful business model by accumulating these experiences on web site. 3. We should follow our consumer’s preference. On the consumption decision, we can try to add value on the product. We also need to build the suitable environment and law. Keywords：Center for Thailand kitchen of the world、White Space、Din Tai Fung、Case study、Food & Beverage Industry )

鋰離子電池（Li-Ion Battery）在筆記型電腦產品的應用性愈來愈高，而臺灣廠商在筆記型電腦產品之產業鏈上素來扮演重要地位，鋰離子電池產業也不例外。然而，環顧目前全球筆記型電腦鋰離子電池產業，日本與韓國廠商一方面供應筆記型電腦所使用的18650電池芯給台灣的電池組裝廠，另一方面在電池組上與台灣組裝廠競爭電池組的市場。而臺灣廠商在日本、韓國等電池芯供應商的夾擊下，該要如何找到出路？ 本研究利用Brandenburger & Nalebuff（1996）在「競合策略」（Co-opetition）一書中發表的賽局理論為架構，利用賽局理論的架構探討臺灣電池組裝廠廠商在全球筆記型電腦鋰離子電池產業的定位。本研究採個案研究法深入訪談個案公司的高階主管，以瞭解其與供應商、競爭者的競合關係。由個案分析與研究發現得出研究結論如下: 結論一：明確的客戶選擇與產品策略，有助於凝聚內部的共識，創造對客戶和對供應商附加價值。 結論二：面對強勢的供應商，並且積極的爭取下游客戶的競爭下，企業要積極扮演好客戶期待的角色，並進一步藉由客戶的力量來提升供應商的服務。 結論三：企業透過不同的價值活動來展現技術和未來的發展力，可以提升在客戶端的價值地位；也可以讓供應商廠感受威脅來提升供貨的服務。 結論四：企業藉由客戶、互補者在其他產業的連結，有助於擴展產品的範圍及開發新的客戶。 / Lithium Ion Battery is getting more widely used at portable electronic products, particularly at laptop PC. In laptop PC industry, Taiwanese manufacturers have been playing important role in the worldwide supply chain, and Taiwanese battery pack makers also have significant share of computing batteries market for laptop PC in past years. Most of computing batteries adopt 18650 Lithium ion cell which is the most significant cost factor of a computing battery pack. Taiwanese battery pack makers source the Lithium ion cells mainly from Korean and Japanese Lithium ion cell suppliers. However, these cell suppliers are not only supply cells to pack makers, but also build the packs to compete against Taiwanese suppliers in pack market. Facing the competition from suppliers in end market, how can Taiwan pack makers survive in the battery pack business? This research uses "Co-opetition" of Game Theory by Adam M.Brandenburger and Barry J. Nalebuff as the framework , adopt case-study method to understand Taiwanese battery pack makers strategies to win the market share, how Taiwan battery pack makers position themselves among their suppliers, rivals and customers, what actions shall Taiwanese pack makers take to sustain in this industry. The conclusions of this research are stated as below 1. Clear and specific customer selection strategy and product plan would help the corporate to reach internal consensus, create value-add to customers and suppliers. 2. Corporate would obtain supports from suppliers through customers’ assistances when the supplier are also a competitor in product end market 3. Corporate would gain better service from suppliers by delivering its innovations and technologies through value activities. 4. Corporate would expand its product portfolio and develops new customers by utilizing the connections with customers and complementors.

University of Macau / Faculty of Education

University of Macau / Faculty of Social Sciences and Humanities / Department of Government and Public Administration

University of Macau / Faculty of Social Sciences and Humanities / Department of Government and Public Administration

University of Macau / Institute of Chinese Medical Sciences

University of Macau / Faculty of Social Sciences / Department of Government and Public Administration

在當今瞬息萬變的商業市場上，許多大企業開始認知到過去那種集製造、行銷、服務於一身的整體經營方式需要因時制宜，將資源集中於具有競爭優勢的企業活動，發展企業的「核心能力」。結合企業本身的核心能力與其他企業之核心能力可以達到一加一大於二的效果，而委外正是發揮這種功效的策略之一。關於委外議題的討論，學界已將近飽和，產業界的實務操作也相當成熟。本研究希望能經由另一種思維模式，以廣泛應用於軟/硬體產品設計的模組化概念，藉由一家國際知名電腦廠商在台分公司之個人電腦售後服務業務委外的實務經驗，探討售後服務模組化委外的可行性。結果顯示，以模組化的概念將個人電腦售後服務委外可以有效地節省公司成本，使得整個運作與管理更有彈性和效率，為客戶、承包商與個案公司創造三贏的局面，讓異業結盟更有成效，組織能更迅速導入新功能、增加更多創新的售後服務項目，節省人員訓練的時間，並讓售後服務委外活動更加容易。最後建議有興趣的產學界，可以針對以模組化的概念將服務業務委外的議題多加探討，以鞏固模組化委外的實證基礎。 / Many large enterprises have realized that their companies cannot be versatile in all business activities in the rapid changing market nowadays. They need to develop their core business which is difficult for their competitors to mimic, allowing the companies to differentiate themselves. Outsourcing is one of the strategies that, by bringing in the outside specialists, the client company is able to redirect or conserve energy directed at the competencies of a particular business. Various dimensions of outsourcing have been explored and discussed academically, and the organizations have already mastered the practice of outsourcing as well. This present research intended to explore the possibilities of applying the concept of modulization, which is widely used in designing computer hardware/software and other physical products, to personal computer after-sale services outsourcing practice carried out by the Taiwan branch office of a famous global company. After exploring the experience of implementing an after-sale outsourcing practice with modular concept, several benefits were reveled: (1) the cost of an organization could be cut down effectively; (2) the operation and management of an organization could be more flexible; (3) a triple-win situation for the end-users, the client company, and the service providers could be accomplished; (4) the inter-industry alliance would be established more effectively; (5) the organization could import newer function and more creative after-sale activities, and save more time in personnel training; and (6) the outsourcing practice was made easier. To solidify the base of applying the concept of modulization on the service outsourcing, interested corporate managers and academic scholars were suggested to discuss and explore more issues on this matter.