Bon Ju (本酒) is a company which imports Korean traditional fermented rice wine called Makgeolli to distributors and wholesales in Taiwan. The business plan based on Bon Ju’s experience will target mainly Korean customers in Taiwan that miss the flavor of Korea, as well as Taiwanese who are accustomed to Korean flavor such as the ones employed in Korean companies or the ones that have traveled and spent some time in Korea. Taiwanese rice wine market is monopolized by Taiwan Tobacco and Liquor Corporation for a long time, and other types of wine in Taiwan’s market are completely controlled by the major wine production countries. However, the idea it to position Bon Ju (本酒) with an unique flavor and differential middle price. Our sales projections for the first year are $9,144,000. We are seeking an operating line of $394,000 to finance our first year growth. Our initial investment from co-owners is $210,000 to meet working capital requirements. Bon Ju’s financial statements have demonstrated continuous increases in sales, operating profit and net income growth ratios from year 1 to year 3. Regarding to this business plan, Bon Ju (本酒) will seek for opportunities to acquaint foreigners with Korean culture.

歷經2008年的金融海嘯危機之後，金融業的下一步該如何走？在追求利潤的同時，如何做好風險管理？有效的管理工具是必要的，商業智慧系統工具是選項之一，本研究先藉由相關文獻探討及資料蒐集，從需求面探討金融業者於建構商業智慧系統時，應具備的功能與架構，以作為金融業者建置時的參考。 Mr. Howard Dresner首創商業智慧名詞，經過多年的發展，商業智慧系統的應用以及工具都已經很成熟，企業利用商業智慧系統做營運分析研究也很普遍。商業智慧的未來趨勢大致朝營運所需的商業智慧系統以及結構性資料與非結構性資料整併應用方向發展；另一方面，提供商業智慧軟體的廠商不斷合併，有大者恆大之趨勢。 本研究以台灣金融業實際導入商業智慧系統之種種，做為個案研究之實例。從對商業智慧系統的需求、達成目標、面臨問題、最終效益以及所投入人力物力成本等構面加以整理分析研究，以利探討金融業導入商業智慧系統之利弊，做為其他有意導入商業智慧系統業者之借鏡。 關鍵詞 : 金融業、商業智慧、個案研究

Jack Derby of Derby Management claims that a sound Business Plan is necessary for the owner as well as the assembled team to start a business and incorporate it. And the actual process of planning is the key to creating a workable Business Plan. The Business Plan consolidates management direction, provides debate and consensus, guides for potential crisis and acts as the company’s scorecard. A well thought out Business Plan is particularly crucial in order for a start-up to secure funds, as it contains disciplined balance, logical vision, financial projections, blue print for now as well as 3-5 years out, formal but accessible and not least creative. These are but some of the criteria for funding. In this project, I will explore how to plan, research and develop a workable model for a Business Plan. In particular, I will focus on devising a business model which describes the rationale of how an organization creates, delivers, and captures value – economic, social, or other forms of value with its market offering. Such a study should give insights into the workings of potential business entity that can excel in Asia Pacific, and break into global market too.

現代人生活越來越忙碌，且夫妻皆在工作已是一個普遍的現象，然而許多生活中的雜事並不會因此減少，仍需要花時間處理。除了時間的缺乏之外，新世代的年輕人也缺乏處理生活雜事的經驗，因此處理起來更加的沒有效率，成果通常也不太好。一個最佳的例子就是買菜，在沒時間又不太會買菜的情況下，大部分消費者就選擇外食，或者買菜時只能憑感覺和外觀隨意選購，因而犧牲了健康與生活品質。 本研究將利用雲端理念與資訊科技，與整合社會上閒置人力資源的概念，設計出一個創新的代買菜服務工作，來協助消費者減少生活瑣事的負擔，或解決年輕消費者面對買菜工作的困擾。而此新創服務，除了要讓消費者減少家庭生活瑣事的負擔，同時也保證服務產出的品質，並且讓顧客僅需要支付合理的代價，避免顧客為了使用服務，反而得花更多的時間工作賺取金錢，違背源頭宗旨。 論文內容將以商業計畫書之型式，來評估上述的創新服務與營運模式，在技術與流程設計、市場行銷、和財務分析等三個關鍵的營運考量上，是否具有可執行性和商業價值。也透過此計畫書，說明一個新創網站企業，在實際的商業市場中，將營運模式概念，轉化為實際企業時所需要的工作計畫與考量。

從1980 年以來，台灣電子製造業便以高效率、低成本的製造技 術、彈性生產，以及快速量產而在全球資訊電子產業中具有極佳的競 爭優勢。其中，電子零組件代理商藉由其產業網路與通路之優勢，提 供了整體電子產業之效率運作，對台灣高科技產業的高速發展扮演關 鍵的中介角色。一般而言，代理商經常在市場趨勢與上下游整合間， 呈現出「代理困境」，如何突破此一困境找出經營轉型的策略，則已 成為電子零組件代理商的共同課題，也為本研究之主軸。 準此，本研究以個案研究方法，透過相關文獻的回顧，以司徒達 賢之策略形態分析法與Osterwalder 之商業營運模式，作為建構策略 轉型之商業營運模式之架構，並針對國內某大型電子零組件通路業者 在面臨無線通訊時代之市場契機下，如何進行策略轉型進行個案分 析，並提出電子零組件通路廠商策略轉型後之商業營運模式，並藉以 驗證理論模型於實務上之適用性與提供廠商進行策略轉型時，在策略 規劃與商業模式建構的思維架構，提供企業在面臨策略轉型之參考。 透過個案研究結果發現，本研究指出，企業進行策略轉型時，可 先透過SWOT 分析檢視目前的外部環境與內部資源，之後藉由事業 策略的策略形態分析模式，具體深入地檢視企業在各策略構面上的現 況與未來形貌，並據以展開其商業模式，相信能有效進行策略轉型。

This business plan outlines the setup of a golf bag company, Piranha, and its strategy with financial projections. The plan started with company description and followed by detailing of its product, marketing operational plan. The purpose of this business plan is to study the market, and see how business can be develop within targeted customers, regions, product segment and price bands. Piranha started small as a sole proprietary with a 4.5 million NTD as its startup capital. First two years focusing on Taiwan market and will expanded to China in year 3. As a 4 year projection model, the projected NPV at year 4 end is around 3 million in with a 20.11% IRR. Breakeven point will be at approximately early year 5.

慢慢来 is an innovative breakfast restaurant that proposes a large range of tasty breakfasts inspired by Taiwanese and French cuisines. 慢慢来 is located in the district of Jussieu, in the center of Paris, France. It caters to the city-dwellers who start their days early but often skip breakfast for lack of time or options. Breakfast has been shown to be the most important meal of the day. The idea is to export the Taiwanese tradition of eating out for breakfast to France, where there are little options during morning. Moreover, 慢慢来 also introduces fusion cuisine, by including Taiwanese born dishes into the French traditional menu. 慢慢来 ensures to provide quality and tasty breakfasts to start the day on the right feet. Its location in the center of Paris in a student district makes it a convenient and pleasant place to enjoy this first meal of the day that is too often neglected. Because it is opened all day long, it is also an original alternative to lunch or snacking. 慢慢来 also provides a delivery service to individuals and companies.

The project of the photovoltaic farming to reserve water in Taiwan came out in Mar, 2010 which was presented by Pingtung County Government after Typhoon Morakot brought floods and sludge which have submerged large tracts of land and fishponds in Linbian and Jiadong. The objective of this project is to link solar farm producers, Government, and local people's effort to improve local victims’ life quality, to help local industry transformation and to avoid pumping of groundwater and land subsidence. In order to analyze the economic value of this project and also promote it to other regions, Alexander Osterwalder & Yves Pigneur’s Business Model Canvas (2010) is quoted to analyze each block of the business model in this project. Through the establishment of the business model, it can provide a good solution for over-supply solar energy industry and also contribute to the environment.

於台灣設立法國品牌商品專營店之商業企劃書 / The purpose of this document is to properly and realistically develop a business plan to establish an online store selling Pylones (French branded company) products in Taiwan, which includes various gift ideas with creatively designed everyday commodities in Beauty, Office, Tableware, and Kids product categories. Through detailed market analyses, promotional marketing strategies and operational plans, financial projections will be made to indicate how the business is likely to progressively operate as a special franchise of Pylones France. The business plan, for the company which will presumably be named Pylones-Taiwan.tw, includes business startup information, product categories, marketing strategies, pricing plan, operations structuring, and financial analyses. This new startup business will be operated on a virtual platform as an online store with a variety of Pylones goods/gift selections offering various payment methods. The keys to the success of Pylones-Taiwan.tw are the thorough market analysis and strategies including social media tactics and promotional plans on attracting visitors and create more online traffic, target the right audience, maintain within the top search results with keyword search, leverage social media to build brand awareness, and build brand loyalty through customer relationship management tool. A great deal of efforts will be put into Internet marketing campaigns to maximize the exposure of the brand and products. Based on observations taken at a physical Pylones store in Paris, sales forecast was made to be NTD 5,113,260 in the first year (with consideration of country GDPs), and using the NPV rule to calculate the cash flow over the five year period, the NPV would turn out to be NTD 8,330,160. And by utilizing the sensitivity analysis method, it has been indicated that the actual sales will greatly affect the cash flow, thus generating sales to meet the sales forecast is the most important mission in this business scenario. With the one of the kind design elements, durable functionality and quality, Pylones-Taiwan.tw will leverage the power of social media as one of its main marketing strategies to open the door and create a world for targeted potential audiences. And with the projected financial figures, once established and following the strategic plans, Pylones-Taiwan.tw is heading towards prosperity, continuous growth, and sustainability.

2010年3月18日，一場震撼面板產業界的併購案正式拍板定案。群創以1：2.05的換股比率全數以換股交易併購奇美電，群創為存續公司，合併後公司名稱為奇美電子。從此，奇美電子成為全台灣第一大面板廠。首先個案文章裡闡述了面板產業概況，其中包括國內與國外的廠商之間的關係；接著便描述鴻海與其子公司群創以及奇美實業與其子公司奇美電子的企業沿革與特色；之後再提及兩家公司併購後可能帶來的好處與遭遇的困難；文章最後便在討論此併購案之中所衍伸的一些疑問： 1. 諸如為何當初群創會選擇以百分之百的換股交易來收購奇美電? 2. 促成此次併購案的原因為何?背後動機是因為單純的資源共享抑或是有嶄新的商業模式? 3. 以及兩家企業文化的不同是否是扮演此次併購案中另一種要角色? 針對第一個問題，本篇研究分別從量化與質化的面向去探討背後可能原因。就量化部分，我們使用成本效益分析來衡量企業合併的可行性，當併購效益大於併購成本時，則我們認為此併購是可行的。為了探討現金與換股方式的區別，於是各自計算後得出總併購成本，藉此來比較兩者差異。研究結果發現換股交易時所產生的併購成本小於以現金交易的方式；而質化部分的探討是從群創當時現金部位的角度切入，我們認為在金融海嘯過後使得群創現金不足，這可能是導致群創選擇完全以換股併購的原因。 至於第二個問題，我們同樣是以量化與質化兩個角度做切入，量化部分是以迴歸分析來找出併購背後的動機，實證結果顯示併購原因並非為了行銷或研發創新。就質化面相來探討的話，則部分動機是由於群創與奇美電的銷售範圍與主打產品可能有互補的作用，因此奇美會選擇與群創合併而非友達。 最後一個問題則是較無數字的佐證，因此只能從質化部分探討。鴻海的企業文化向來以軍事化管理以及擴展事業版圖的野心著稱；相較之下奇美的企業文化則放較多心力在注重員工與社會上。這也是可能導致群創為此併購案的主併公司而非奇美。 最後在教學手冊有提出幾點當作延伸探討的部分，諸如第一題研究方法的討論、第二題是否有其他方法來檢定其他種類的商業模式創新，以及最後的企業文化所帶來的影響也可透過訪談的方式做更多方面的了解。 / On March 18th,2010, a merge deal that shocked the whole display industry had been made. Innolux used a 100% stock swap rate of 1:2.05 to take over ChiMei; while the new combined company’s name changed into “ChiMei Innolux”. This new born company became the largest display company hereafter. At first, we have a brief introduction about the display industry in the beginning of the case, and then we narrow down the focus on both Innolux and ChiMei, which are our main players in the whole story. In the end, we bring up some questions that hide behind this deal: 1. Why was this deal made by a fully stock swap instead of any cash transaction included? 2. What’s the reason of acquisition in this case? Resource sharing or business model renewing? 3. Was the corporation culture between these two companies accounts for anything? As for the first question, we try to find out the answer by using both quantitative and qualitative aspects. In quantitative thought, we adapt cost-profit analysis to elaborate the feasibility of this whole deal, and the results show that using fully stock swap is the best way in any scenario; in qualitative thought, we find out that due to the financial crisis impact in 2008, Innolux couldn’t afford to accomplish the deal with cash. On Question 2, again, we split up the ways into quantitative and qualitative ones. First we use regression analysis to sort out the incentives that drove Innolux to acquire ChiMei. And it shows that this deal was not made for either marketing or R&D innovation; under qualitative perspective, we think that because of both customer and product complementary, these two companies discovered the potential benefit of merging. The last question, however, is relatively hard to put the test into numbers, so we only have the discussion on the culture of two companies and see what the conflict might be. In the end of teaching notes, we reserve some points that may need for further discussion.