商業企畫書：Parsec國際財務管理 / Parsec International was created in 2009 to expand the successful and profitable Parsec Financial overseas to Chinese tier-2 cities. Parsec Financial is a wealth management company that created Parsec International to capitalize on the growing needs of the ever-increasing High Net Worth Individual Population (HNWI) in China. HWNI wealth management needs are currently being served in China’s tier-1 cities; therefore, Parsec International hopes to gain a first-mover’s advantage by supplying proven wealth management services to Chinese tier-2 cities, beginning in Xiamen, China. Based on the attached financial projections, our research, our own personal experience, and careful scrutiny of the specific audience and area where we are focused, we are convinced that the market for Parsec International’s wealth management services will support the accomplishment of our goals and objectives. We have built in specific means of measuring our effectiveness in our marketing efforts, engaged with strategic partners and reviewed regulatory requirements to support our success. The market is expected to grow quickly in the wealth management industry in Chinese tier two cities over the next 5 years. We fully intend to lead the industry in our market, establish and maintain the highest standards and position ourselves as the most knowledgeable and trustworthy wealth management stewards for Xiamen, China and other Chinese tier two cities. We fully anticipate reaching our break-even point by year 3 and profitability in just 4 years. We will drive most of our profits back into the company during, to support our planned expansion to other Chinese tier two cities. Otherwise, profits will be distributed to investors as dividends.

創新品牌行銷顧問業在台灣 / None

成立Etugen教育機構之商業企畫書 / The paper is about Etugen education institution’s expansion plans in three services in different markets. First two expansion plans, to extend service line with high school and to extend accounting and economic school into competent business program, are dedicated for Etugen Institution’s management team as a guideline, whereas last ET Consulting company plan is for managers’ guidance and potential investors. The plans are to improve competitiveness, to adapt and to sustain compatibility of Etugen institution in this competitive market during the constrictions caused by government policy on education development of Mongolia and opportunities emerged due to expected economic growth. The introduction part of the plan explains purpose, methodology and structuring of the paper, followed by importance of human development issues in current Mongolian needs and demand; brief overview of Mongolia with its current economic situation and trends, education industry backgrounds, an ending with brief introduction of management team and milestones of Etugen Institution achievements. The Business Expansion plan consists of three business development plans. Initial high school expansion plan is in order of background information of industry, market analysis including government policy, SWOT, marketing plan and strategies with its expected outcome. This high school development plan is focused on its marketing plan and strategies to set a good foundation to grow and to improve its quality to provide the needed education services to the growing market. Etugen university extension plan is to develop accounting and economics program into mining and technology oriented business school and to develop into business graduate program. Moreover, to guide the university plan in the direction of becoming university that has medical technology programs which is consistent with government development plan towards technologies. Followed by SWOT, marketing plan, strategy and tactics, and expected outcomes. This plan is mainly focused on strategy and plan of attracting good quality candidates by improving its policy and strategy, so that in coming years the university competency will grow substantially which will help it to become a leading university in terms of medical technology and business fields amongst other private universities. ET Consulting company plan covers company introduction which includes its vision, mission and keys to success and details, followed by explanations of the services being offered, business models, market analysis, SWOT, technology and assets to be exploited, financial plans, strategies and expected outcomes. If we try to integrate all these ideas into illustration, it shows following figures. Figure 1.Missions of Huleg High School, Etugen University, and ET Consulting Figure 2.Interrelationship between Huleg High School, Etugen University and ET Consulting Company Huleg High School recruits junior high schools students and educate them with science oriented courses to be able to enter top technology and business schools in Mongolia and international universities, some participants may become potential candidates to Etugen University. In long run, these students are expected to be leaders in technology fields of Mongolia and their success will bring reputation to the high school. Etugen University recruits senior high school graduates, through educating and training them in its competitive business program and medics based technology schools, it prepares competitive workforce for Mongolian labor markets, especially for companies and hospitals. During these processes Etugen University will be working in cooperation with technology universities, state and private hospitals as well as Huleg high school in various activities such as students clubs and other joint events, and with ET consulting company to conduct its simulation services for own students with special pricing while supporting newly established company with its facilities and some other collateral services with privileged pricing. ET consulting is focused on different segments with various strategies in different sequences of its operational periods and it will cooperate with Etugen University for training its students in consistent with its goal of contributing Mongolian labor market, as well as developing prospective customers in long run. Last, Summary and Conclusion part briefly explains expected and predicted results of interrelation of these three combination plans, particularly explains the relationship of these institutions by means of output of an institution can be exploited as input of another institution of Etugen Institution as a whole. This part concludes with each institution’s respective contributions in human assets development of Mongolia.

全方位服務線上點餐系統創業企劃書 / The dine-out industry has always been a big market in Taiwan, many because of the Taiwan's culture in long working hours and double salary household. On average around 29% of the total population dine out daily, and it was estimated that the total dine-out industry may reach more than NTD $300 billion. In the past the takeout and delivery market has been dominated by lunchbox, which are low pricing and regular level food that is suitable for just a normal meal; in 2008 the largest fast-food chain McDonald had joined in the battle for the delivery market which had reached around NTD $27.7 billion in 2007. Realizing the potential of this market; higher quality restaurants and hotels has joined into this sector, trying to create the culture of takeout and enjoying fine cuisine in your house. But lacking the marketing strategy, takeout percentage has remained low; but it is inevitable that the growing culture of enjoying fine cuisine at your home. DoggyBag is a professional online website that specializing in service of promotion, menu ordering of takeout or delivery for branded restaurants. There is no competition yet in this market; and the dining culture in Taiwan still is mainly enjoying fine cuisine in restaurants. But with the success of Sherpa’s in Shanghai and Seamless Web in United States; together with the partner restaurants, DoggyBag is confident to create a new dining culture in Taiwan. With well trained, polite, and well mannered delivery team; consumers would be able to enjoy fine cuisine delivered to their doorstep. The new dining culture is to expand the idea of having social gatherings and family gathering enjoying fine cuisine in your own home, not enduring long waiting period for seats or the time limit of eating in a restaurant. DoggyBag's main future goal will to expand delivery service through all districts in Taipei starting with NeiHu and XinYi district then expanding to neighboring districts. DoggyBag realize that in order to be successful, the key to success is to provide a simple online ordering process and well execution of food delivery in a timely manner; still keeping the quality of cuisine and warmth through well coordinated delivery and well trained delivery crew. DoggyBag will require start-up funds for the purchase of start-up assets and expenses such as corporate identity, web server, rent, office, warm bags, thermo containers, cash reserve, advertising, and misc expenses. DoggyBag's online users are in three categories. First corporations, organization and schools which would be the main consumers targeted for noon orders. Foreign business personal stationed in Taiwan is also categories as a major segment because the western culture of dining has already high acceptance in takeout and delivery of fine cuisines for social or family gathering. The last category and would be the future main biggest segment is creating the new dining culture in normal household of Taipei. DoggyBag anticipate in reaching NTD 2.7 Million in revenue in the first year and reaching breakeven point during second year of operation as increase delivery orders fully utilizing the delivery team.

2008年以來，發光二極體(Light Emitting Diode, LED)照明已儼然成為大部分國家積極推展的新光源，蔚為未來照明市場主流相當明確。各大廠莫不加速步伐，積極切入爭取市場需求，期望在此新興高速成長市場上，有決定性的開始。但也因產業鏈上的巨大變化，如何在價值鏈上找出自己的定位，執行何種營運模式，做出差異化，成為勝敗關鍵之ㄧ。 個案公司為台灣LED產業之代表性企業，在台灣LED照明的發展也具指標性意義。本研究就以個案公司為研究對象，經由訪談及資料蒐集，做內外的競爭生態和價值鏈上的分析，再用五力模型探討個案公司在價值鏈上的競合模型與策略發展。 經過研究結果顯示，因LED照明產業廠家數目倍增，使得既有廠商直接競爭激烈，個案公司在客戶關係、核心競爭力，以及供應商結構，皆有相當的開發優勢，個案公司避免流於一般在供應鏈上的營運模式，結合其既有的核心競爭力和合作夥伴，定義需要的競合模型及策略步驟，順利踏入對其為新領域的照明產業，並成功的踏出第一步。 LED照明產業在高投資環境，高競爭態勢，專利及新應用上的限制，除了在產品技術上和成本控管上之競爭力，如能在價值鏈上如何做出應有的價值定位，配合發展策略，使其生意模式在價值鏈上產生差異化，擴大上中下游合作機會，甚至轉競爭為合作，共同擴大出海口，更是創造營收與利潤的決勝關鍵。

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台灣與韓國同在2000年前後開始發展文化創意產業，電影是其中一項重要的發展項目。電影產業包含的專業層面廣，具有帶領文創產業發展的角色。兩國的電影產業各自經歷過輝煌期，然而發展至今，台灣電影不管是在產量、數目、票房上皆不及韓國，本文企圖去探究造成今日電影發展局面差異的原因。 本文的研究觀點認為台灣與韓國在電影產業上發展的最大差異在於是否提供一個友善電影發展的環境契機，友善環境必須依靠政府、企業、社會去共同打造，而在創造電影友善環境的過程中，政府部門若能融入企業家精神，轉向領導式、追求市場導向、目標導向、滿足顧客需求的企業型政府，將有助於電影產業的振興。因此本文以文獻分析去進行台灣與韓國兩者的比較研究，從企業型政府的特色出發，去分析兩國在政府決策、政府組織、電影產業結構、電影資金、經濟環境及企業結構等方面的差異，企圖找出台灣電影產業外來的出路。

論 文 摘 要 由於人口老化、生育率下降已成全球趨勢，對醫療器材之需求日趨增加，但醫療器材產業不同於一般消費性產品產業，因為牽涉到人民的生命福祉，各國政府對醫療器材均訂有各種規範標準，舉凡產品之生產、規格、用途、操作說明、標示、廣告、銷售等等均在管制之列。但因歐美各國及台灣，法規標準的寛嚴並不一致，因此產業的發展亦不相同，本論文即以電療產業為例，探討不同的法規限制，如何影響產業結構，而企業又會採取何種最適之競爭策略，以建立企業的競爭優勢。 經過本研究之分析後發現，法規若對產品的使用與銷售，設立嚴格的限制，則企業會以整合上下游供應鏈、創造經濟規模、降低營運成本為企業經營策略，所採取的方式為透過不斷的購併，擴大巿場占有率，以設立進入障礙，形成企業的競爭優勢。若法規對產品之限制相對不嚴格的情況下，企業則會創新產品，採取產品差異化與區隔化的競爭策略。 相較於國外，我國的電療產品，由於法規對可使用的範圍管制更為嚴格，加上健保的不給付，使產品在國內銷售層層受限，而缺少國內的銷售經驗，無法了解使用者的實際需求，創新能力因而無法提昇，影響所及，台灣電療業者，在外銷巿場亦淪為低價競爭。本研究以波特的國家競爭鑽石模型分析了台灣電療產業發展的有利及不利條件，亦對台灣電療產業未來的發展方向提出建議。

近幾年來的台灣，成立金融控股公司之風盛行，各銀行間為求提高經營績效，合併、釋股等方式大行其道，在銀行相互合併的情況下，不論是新加入戰場之挑戰者，或是既有市場業者，如何建立消費者心目中對其之新印象、或維持舊有良好形象、以維護顧客忠誠度皆是當前重要課題。 本研究之目的在於探討銀行在進行合併之後，針對企業形象之重塑所採行的策略，以及探討消費者對於合併前後的銀行企業形象認知有何差異，最後根據兩造之研究結果，建立一完善型塑企業形象之模式，提供未來進行相關研究者參考。本研究採個案研究法，以國泰世華銀行作為研究對象，在企業面的部分，以次級資料的收集，分析其合併之後在企業形象上所採行的策略；在消費者的部分，則以問卷調查方式，了解消費者對於企業形象重視度及對合併前後企業形象的認知有何不同。 研究結果發現，在企業體的部分，就整體方針來看，國泰世華銀行所採行的是以國泰銀行為主的「單一型」企業形象策略，但在產品及活動部分，則是採取延續雙方既有優勢的「互補型」策略；至於消費者部分，透過問卷的整理得知，消費者普遍對於合併後的國泰世華銀行企業形象滿意度有「提升」之情況，且以「機構形象」與「功能形象」滿意度提升最為明顯。另外，本研究認為企業合併後，應透過外在形象辨別度、形象獨特性、顧客信賴度、加值服務等有效的形象差異化建立機制，型塑出與眾不同的企業形象，達到出奇制勝的效果。 本研究建議企業在合併之後，應建立完善的視覺識別系統，並妥善運用合併後所具備的硬體設備優勢；再者，可利用年輕族群重視企業形象之特性，建立其對企業的忠誠度；最後，如能定期針對消費者做意見調查，除可得知消費者之反應外，也可依此建立資料庫，作為未來規劃產品、服務、活動時的重要參考。

本研究係探討我國公立就業服務機構之功能及定位，自2003年起國內失業率攀升，並促使公立就業服務機構進行一連串變革，推行三合一服務流程，在變革之中我國公立就業服務機構，也面臨一些功能及定位上的挑戰，為能釐清公立就業服務機構本身的定位及功能發展，本研究採用文獻探討、比較研究及深度訪談法，探討我國公立就業服務機構與美國、英國、澳洲等國在公立就業服務中心的組織、功能及定位上的異同，最後並就差異處採深度訪談方式，訪問我國就業服務相關人員，以檢視我國公立就業服務機構現存問題及可能的辦理方向。 　　 我國公立就業服務機構經與美國、英國、澳洲等國家的公立就業服務機構進行比較，有以下發現： 一、我國在業服務據點綿密，但就服通路與失業者人數比例、人力配置與失業人數比例、投入經費的於GDP比例，重要國家仍有差距。 二、我國自三合一就業服務流程實施後失業率下降，但求職就業率遠低於美國及澳洲。 三、就業媒合、就業諮詢的個別化服務及個案管理、整合公、私部門資源、對雇主提供全面服務等公立就業服務功能，與美國、英國、澳洲相比仍待改善；但提供勞動市場資訊、辦理積極性勞動市場方案等則不遜於前開三個國家。另外，失業給付業務對我國公立就業服務機構，造成業務排擠。 三、我國公立就業服務機構應採中央設置或地方政府辦理，為應解決問題；另外，公私立就業服務機構的競合亦為應關注焦點。 　　 就我國與其他國家差異處，以深度訪談方式訪談我國就業服務人員後，有以下發現： 一、就業媒合中的自助服務應再充實；媒合技術受：失業給付領取者不願就業、專業關係難以建立、過度追求就業服務績效、服務人力不足…等問題干擾。 二、辦理失業給付業務使公立就業服務機構重要性提升，但也帶破壞原本公立就業服務機構體制、形成福利依賴；受訪者認為失業給付應與公立就業服務機構分離，僅在就業促進研習等業務上進行適度連結即可。 三、個案管理服務可仿美國英澳洲國家與個案簽定工作計畫；在個管員介入失業給付請領者的處遇方面，不贊成比照英國模式給付個管員給付裁量權。 四、我國公立就業服務機構已具區域就業資訊的聯絡功能，然而實質功能有限，在結合公部門部分，並非長期穩定的關係。採英、美夥伴結盟方式雖然可行，但仍需注意地方的負面影響。 五、雇主服務未特別設定服務理念，另外雇主服務時因為績效及人力不足，無法提供細緻性服務，又公立就服中心肩負審查責任，故與雇主意向相左。另外，外勞業務應與就服機構脫勾。 六、公立就業服務機構定位問題方面，受訪者主張中央統籌、地方政府設立，以及維持現行中央與地方並存模式，兼具有之，但均主張避免資源重疊。 七、與私立就業服務機構可採合辦活動或業務外包等方式合作。 八、多數贊成英國減少福利依賴的公立就業服務機構理念，澳洲的私有化模式被認為不適合我國執行。 　　 經由以上研究發現，筆者有以下建議： 一、 積極進行公私部門整合及雇主服務。 二、 就業媒合、個管服務已具基礎，應再強化其服務內涵。 三、 失業給付與公立就業服務中心服務脫勾，避免業務干擾。 四、 採用中央集權方式辦理公立就業服務機構業務，使全國性勞動業務推動有一致性標準。 五、 將弱勢就業對象設定為主要服務對象，並結合私立就服機構技術。 六、 公立就業服務機構的設置理念除仿效英國解決福利依賴外，另可參考美國模式將公立就業服務機構定位為協助區域經濟發展的重要成員。 / This study focuses on the function and orientation of public employment service in Taiwan. Since 2003, the unemployment rate has been increasing. This urged a series of reformation in the public employment service and the promotion of three-in-one employment service. In the process of reformation, the public employment service in Taiwan also encountered some challenges concerning the function and the position. Therefore, in order to clarify the development of the orientation and function in the public employment service , this study introduces the document analysis, international comparative and intensive interviews to investigate the similarities and differences in the structure, function, and orientation between the public employment service in Taiwan and the public employment service in the United States, British and Australia. At last, according to the differences, the intensive interviews will be introduced to interview the people in charge of domestic employment services as well as to examine the problems and the possible way to resolve in the public employment service in Taiwan. Through the comparison in the public employment services between Taiwan and the United States, British and Australia, we made the following findings: 1. The density of public employment service centers are high in Taiwan. However, Taiwan still has much room to catch up with these important countries in the ratio of PES and unemployed rate ,the ratio of staff and the unemployed. 2. The unemployment rate has decreased after the three-in-one service procedure was put into practice in Taiwan. But the rate of seeking for employment is far lower than the United States and Australia. 3. Compared with the United States, British and Australia, the functions of public employment service such as job broking , employment consultation , customized service and case management, the integration of sources between public and private sectors, and the Omni-directional service toward the employers in Taiwan still need to improve; however, as for providing information of the labor market and conducting the positive projects of labor market, Taiwan may not be inferior to the above three countries. Furthermore, the unemployment benefit service creates pushes other services asides in Taiwan. 4. The system of public employment service in Taiwan should adopt centralization or decentralization is an important issue; moreover, the competition and cooperation between public agencies and private organizations should also be another concern. Based on the differences between Taiwan and other countries, the intensive interviews for the people in charge of domestic employment services made the following findings: 1. The self-helping services should be reinforced; the matching skill is interfered by the problems like the accepters for unemployment supply are not willing to work, the professional relationship is hard to establish, the over pursuit for employment servicing efficiency, and the staffs is inadequate. 2. Unemployment benefit affairs enhances the importance of public employment service. However, it also destroys the original system of public employment service and causes the welfare dependence; the interviewees suggest that the service of unemployment supply should be separated from the public employment service and only has appropriate connection for the management such as employment improving research. 3. The case management may follow the United States, British and Australia to sign the working plans with individuals; as for the interference from the case manager to heal with the unemployment benefit receivers, we disapprove of following the example of Britain model to confer the case managers with jurisdiction. 4. The public employment service in Taiwan have formed the linking function for the regional employment information. However, the substantial function is limited. Especially for the connection between public and private organizations, it cannot maintain a long and stable relationship. Although we can adopt the approach like the alliance between British and United States, the negative effects should still be taken into consideration. 5. The employer service doesn’t have any specially servicing conception. Besides, the employer service cannot provide omni-directional services because of policy orientation and insufficient staff. At the meantime, the inspection responsibility taken from the public employment service agencies makes the other way round from employers’ intention. In addition, foreign workers affairs should also be separated from the employment service agencies. 6. In terms of the position of public employment service, the interviewees argue that the authorities concerned makes the overall plan, the local governments takes the responsibility to establish them, and the present combinative model of the authorities concerned and the local governments should be maintained, but they all suggest the prevention of resources overlapping. 7. The public employment service agencies can adopt the cooperative methods such as activities co-holding and service outsourcing with the private organizations. 8. Most of interviewees approve of the reduction of welfare dependence in Britain public employment service agencies while disapprove of the privatization model in Australia to implement in Taiwan. Through the above research findings, we have the following suggestions: 1. The integration between public agencies and private organizations and the employer services should be conducted more effectively. 2. The employment matching and the case management have formed the foundation, so their servicing content should be reinforced. 3. The unemployment benefit service should also be separated from the employment service to avoid the managing interference. 4. The centralized management of public employment service should be taken by the authorities concerned to promote the coherent standard for national laboring services. 5. The disadvantaged minority should be set up as the major subject of the service and should combine private employment organizations’ advantages. 6. The idea for establishing the public employment service can follow the settlement of welfare dependence in British. Besides, it can also refer to the United States model to regard the public employment service as the important member for assisting the regional economic development.