香皂世紀商業計劃書 / SoapEra is a new made-in-Taiwan brand in the soap business. The founder of SoapEra has over fifteen years of experience in the soap industry and soap business, and will take the management role to run SoapEra’s daily business operation. SoapEra has the vision to provide the value-added soap products with design and customization to customers. SoapEra is seeking the business opportunity in the cultural and creative industry and going to explore the gift market in Taiwan. SoapEra will be selling designed soaps that can be used for general body cleansing and can be displayed as decoration as well. SoapEra also will allow customers customizing shape, stamp, color, scent, and size of the soaps that customers have in mind. SoapEra will be selling soap products in individual package and gift set boxes on SoapEra’s official website, retailers at the cultural and creative places, souvenir stores, and on-line retailers. SoapEra will also collaborate with hotels, restaurants, wedding planners, wedding dress companies, and postpartum centers to promote SoapEra’s design and custom soaps for wedding and newborn baby giveaway gifts. SoapEra is expected to have a positive net income by the end of the second year, and the net income is estimated at $1.7-million NTD for a significant growth in the third year. SoapEra will make a premium soap brand in the culture and creative industry and have a profitable business in the gift market.

Bed and Breakfast (B&B) business has becoming popular in recently years in Taiwan. There is growing number of B&B business. By 2013, there are total 4,223 registered B&B providing 16,904 rooms in Taiwan. It has become a 2 billion revenue business in Taiwan. (Tourism Bureau, M.O.T.C, Republic of China, 2013) This paper is aimed to analyze the market and give the owners suggestion for their plan to open a Bed and Breakfast business in Taitung. Given the relative competitiveness in this market, the owner is going to enter this market with some specialized characteristics to differentiate itself from its competitor. Unlike traditional B&B business, the business model extends the services to other sport-related activities, which generate other revenue to make the business more profitable and sustainable. Our study suggests that it is feasible to be profitable in 4 years with proper planning and execution accordingly.

如何將觀看節目的電視觀眾，成功的利用既有網路，引導到手機螢幕參予本計畫的活動互動設計，並在輕鬆互動中，觀眾參與意願強，而電視台及其他參與者皆可互蒙其利，是本計畫設計重點。 本計畫建立的電視互動平台，自建[搖電視]系統，將互動內容延伸到觀眾手機，有幾項以下大方針是重要步驟流程。 1).建立與電視台的合作體系 電視節目畫面出現[搖一搖] 圖示，讓觀眾知道可以用手機[搖電視]參與互動。電視台只需在節目畫面上置入“搖一搖互動”作為告知觀眾參加活動的提示，讓觀眾清楚了解節目的搖一搖互動方式，而這也是對於本計畫系統的推廣廣告，此部分能節省下一筆可觀的廣告費用。 2).在手機端建立音頻識別技術 本計畫建立音頻識別技術，當場辨識[搖電視]是哪個節目／電視台。音頻資料庫是收集眾多合作的電視台節目音源，將其同步時間解碼後存放於資料庫。觀眾的手機開啟App進行[搖一搖]的動作也會啟動收音，取得當場觀看電視時的短暫音訊，送回後台進行兩端音源的識別。 3).建立參與節目互動／廣告活動系統：引進廣告商進行紅包抽獎或折價券 當[搖電視]辨識出哪個節目／電視台後，系統提供「節目互動後台」，提供那個節目的企劃互動活動與觀眾互動，例如搖金幣、抽折價券等，活動中觀眾獲得之金幣也可兌換成現金券或折價券等優惠，以吸引觀眾參加。 除了自建音頻辨識及[搖電視]互動資訊系統外，本計畫也將建立生態體系。目前公司利用專業的資料庫系統與音頻識別技術開發，專注「手機搖一搖電視互動系統」，開創台灣的電視互動模式。此外，透過合作電視台與結合廣告的商業模式，將互動導入電視節目、電視廣告與網路商城，發展規劃B2B的商業效益。

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.

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.

“Premium services will be offered by a cup of coffee” which is a relatively new business model in Taiwan. Thanks to the internet booming in recent years, it becomes less and less difficult for people to create new businesses; which leads to co-working spaces largely increasing their numbers in the world, especially in the U.S.A. and in Europe. It has become a global trend where people go to work and go to socialize. However, there are few co-working spaces existing in Asia, especially in Taiwan; their spaces are not cheap or one has to pay membership fee. You may or may not ever hear about the “Garage Café” in Beijing which is currently running a very successful business. It offers a low cost but high efficiency work space to entrepreneurs, start-up companies and many young people who have dreams of doing business. Our ideal is to introduce this type of business model in Taiwan; our goal is not aimed to make big profits but to bring a lot of business opportunities to boost the Taiwanese economy and to lead Taiwanese products to global markets.