近年來，台灣市面上的連鎖咖啡市場經營形態相當地多元，不僅更加擴大了整個咖啡市場的量，也讓各式連鎖咖啡業者之間的競爭更加白熱化與緊張。 未來，平價連鎖咖啡業者最大的競爭對象，除了高價挾全球連鎖咖啡龍頭的星巴客(Starbucks)外，全台街頭到處矗立並已達上萬家的便利超商更是不容忽視之勁敵。針對不斷進入市場的這些各有財團支持的大型競爭者，目前已如達戰國市場的連鎖咖啡業者應如何調整營運模式與經營策略以因應？如何讓公司立於不敗之地並打贏這場生存戰爭？則競爭策略是生存的必要遊戲規則。 本研究透過分析X連鎖咖啡內部的優勢與劣勢(S/W)和外部的機會與威脅(O/T)，發展出TOWS模型的形成來分析。在強項下利用外部機會發揮公司強處，及弱項下如何隱藏弱點以避免威脅。希望透過個案研究分析來探討X連鎖咖啡店面對挾全球連鎖咖啡知名品牌壓境的星巴客(Starbucks) 、與便利超商(7-Eleven， 全家超商，萊爾富)這些各有財團支持的強大競爭者的因應策略方案。而我們亦了解連鎖咖啡產業正值成熟期階段，X連鎖咖啡唯有在經營策略上以品牌定位、服務品質的提升、產品多樣化、價位合理化外，並走向垂直整合或多角化來維持利潤以鞏固現有市場並對擴張新市場。

運動產業之品牌銷售公司，產品須配合四季推出，生命週期短且汰換率高，此外擴張產品策略到休閒服飾，也因此面臨休閒服飾國際品牌紛紛進入之衝擊及流行趨勢挑戰。在高度競爭的運動產業中，消費者的購買行為強烈受到品牌認知影響，品牌建構成為產品差異化的重要關鍵。業者為了提昇業績成長和提高市佔率，如何有效地將有限的行銷資金投資於品牌之建構，成為重要的管理議題。藉由在人潮聚集的主要商圈投資經銷商或自營的銷售店點，開設品牌形象專賣店，是業者達成業績成長的主要策略之一。在快速投資的過程中如何提升採購效率，降低開店成本，以達到盈餘成長，攸關業者的生存發展。因此，開設銷售店點之營運流程，也成為成本控制的重要關鍵流程，藉以在精簡的人事組織中持續簡化流程，增加營運效率，確保服務品質，降低成本，提高企業競爭力。 本研究首先運用企業流程資訊有機體( PWIO)模式分析個案公司開設銷售店點交易循環的營運流程，透過分析作業流程對內、對外之資訊聯絡管道和接觸點，以實作表詳實描述各項作業的原貌。根據PWIO分析結果，辨識出個案公司管理議題缺失，針對各項作業提出具體的流程改進建議，另一方面在實作表中建立各該流程的目標，並提出具體衡量各作業流程的績效衡量指標。依據目標與績效衡量指標的因果關係進一步探討個案公司的平衡計分卡並描繪策略地圖，提供個案公司持續改善流程的績效管理架構基礎，以實現公司願景。 / The products of the sports brand companies need to be launched seasonally. The life cycle of sports products is short. The market strategy has expanded beyond active users to encompass the leisurewear market which makes the sports industry encounter not only the threat of international leisurewear’s brand but also the challenge of fashion trend. Facing such sharp competition, branding has become a key success factor for differentiation. As consumers are strongly affected by brand images, in order to increase both sales and market share, it is essential to allocate marketing resources effectively to brand building activities. By contributing brand-specific fixtures and signage to franchised stores or direct retail stores in shopper-populated districts, running branded stores has become the main sales growth strategies. In the course of fast investment, how to enhance the efficiency of purchase and how to lower the cost of setting up shops to achieve earning growth become the key to growth. Therefore, the business process of setting up retail shops becomes critical to cost control. In short, the key factors to success lies in how to reengineer the business process in simplified organization, in order to improve performance efficiency, to ensure service quality, to lower cost for the purpose of strengthen industry competition power. This study attempts to analyze the information flow underlying the business process of setting up retail shop for a subsidiary of an international sports brand in Taiwan. Based on the PWIO approach, the operation process was restored and descried in the business table by identifying the practice of contact point (CP) and information channel(IC). The related suggestions to improve management gaps of this process are proposed according to the PWIO analysis. The practices table exploring also help to set up the objectives and concreted performance measures to enhance the value adding degree of this strategic business process. A proposed balanced scorecard and strategy map are developed to serve as the management framework of evaluation and management of the strategic performance to assuring sustained process improvement. Company vision will be achieved through the business process reengineering.

本研究係利用經濟部投資審議委員會2007年「華僑及外國人投資事業營運狀況調查表（非服務業）」問卷資料，以1,013家僑外資在台非服務業廠商為分析對象，運用Probit Model進行實證分析，由廠商規模、行業分類、廠商成立年數、國際化程度、技術來源、在台設立區域營運總部、業務種類多樣化、兩岸經貿政策進一步鬆綁及降低關稅，儘速與他國簽署FTA等各個面向，探討兩岸經貿關係更加緊密後，影響僑外商在台子公司運籌中心地位之決定因素為何。經實證結果發現，國際化程度、技術來源、在台設立區域營運總部、業務種類多樣化及兩岸經貿政策進一步鬆綁等變數為影響僑外商在台子公司運籌中心地位之決定因素，除技術來源為在台自行研發之變數呈負向關係，傾向於採行降低及不變之營運策略外，其他變數皆與僑外商在台子公司運籌中心地位呈正向關係，傾向採提升之營運策略。 / This research made use of the 2007 Ministry of Economic Affairs Investment Commission survey entitled "Chinese and Foreign Investment Enterprises Operating Conditions Survey (non-service)" and targeted 1,013 non-service industry overseas foreign manufacturers in Taiwan as research subjects. The Probit model was used to carry out an empirical analysis based on the firm size, industry classification, the year the manufacturer was established, the degree of internationalization, technology source, established regional operational headquarters in Taiwan, business type diversity, steps taken to relax and lower tariffs and promptness in signing FTA and other oriented documents, with other countries. This study discusses why there were influencing factors in the decisions of overseas foreign investment subsidiaries in Taiwan logistics center positions after cross-strait economic and trade relations became closer. The empirical results show that the degree of internationalization, sources of technology, the establishment of the regional operational headquarters in Taiwan, business type diversity and further relaxation of cross-strait trade policy variables are the impacts of overseas subsidiary of foreign logistics center’s factors in determining status. In addition to the fact that the variables of technology sources developing on their own in Taiwan showed a negative relationship and tend to adopt reduced and unchanged operation strategies, other variables are compatible with overseas business subsidiaries in Taiwan logistics center position and showed a positive relationship and tend to enhance the operational strategies adopted.

高科技產業變動迅速，產品生命週期短，產品價格隨著時間而快速下跌，技術演進速度快，一個公司能夠即時掌握到某一個世代的某一個關鍵技術，發展出關鍵的產品，就能得到數以倍計的獲利，然而今日的關鍵產品與技術，明日可能就成為落日黃花，在這種高度變動與競爭的環境下，僅有能持續採取最適化的技術策略以保持技術領先的高科技公司，才能真正的長期經營與獲利。 本研究之研究架構為外部因子與內部因子會影響各企業的技術策略，而技術策略則會再影響到企業中長期的營運績效，並以觸控面板公司為個案研究之。研究的結果發現： 一、 技術策略的確受到外部因子（外部技術環境與市場環境）以及內部因子（內部技術能力、技術來源、產品與研發策略、研發投資與資金、研發資源配置以及獲取及跟隨顧客未來需求之能力）的影響。 二、 採用不同的技術策略（前瞻者-急遽式創新、防禦者-急遽式創新及防禦者-漸進式創新），與往後的營運績效，有明顯的關連性。 綜合各個案於各不同時期之各項影響因子以及採取的技術策略，對應到相關的營運績效可發現，在既有的主流技術並無法滿足多數客戶的主要需求，且功能更佳的新技術尚未完全發展成熟、尚未標準化以及競爭者尚未採取此技術的情況下，加上資金足以負擔此新技術的研發與量產、可取得客戶的未來功能需求（或是潛在的功能需求）及有能力跟隨開發 、並可專注於單一領域之單一技術之單一產品上與客戶共同作長期之研發之情況下，適合採取前瞻者-急遽式創新的技術策略，此技術策略可帶來長期較佳的營運績效。此發現與本研究之研究架構一致。 / The high-tech industry changes rapidly. The life cycle of the product is short. The prices of the product fell rapidly with time. The technology evolution speed is rapid. If the company can immediately grasp a key technology and can develop the key products, the company can get a huge profit. However today's key products and technologies may become tomorrow’s useless products and technology. Only the kind of company that is able to continue to take the best technology strategies and maintain a leading position of technology can keep long-term business and profitability in this serious changeable and competitive environment. The research structure of this study is that the external factors and internal factors affect the technological strategies of each enterprise, and technological strategies will further affect long-term operation performance of the company. This study analyzed the cases of touch panel firms. The results are as below. 1. The technology strategies are indeed affected by external factors (external technology environment and market environment) and internal factors (internal technical capabilities, sources of technology, products and R&D strategy, R&D and capital investment, research and development resource allocation and the ability to obtain and follow the customer's future needs) effects. 2. The subsequent operation performance is indeed affected by taked different technical strategies (prospector - rapid innovation, defender - rapid innovation and defender - incremental innovation). 3. Comprehensive each case at all different times of the impact factors of technological strategy and to take corresponding to the relevant operation performance can be found the conclusion：The company take the technological strategy of prospector - rapid innovation can get long-term strategy and better operation performance in the condition of that the mainstream technology can not fully meet the needs of the major customers, and the new technology is not yet fully developed and standardized , and the competitor has not yet taken the technology , and has the sufficient funds to cover the development and production of this new technology, and can obtain customer’s future functional requirements (or potentially functional requirements), and focus on the single product of a single technology in a single field with customers for a long period of research and development. This finding is consistent with the research structure of this study.

網際網路(Internet)於1990年代中期蓬勃發展以來，營運模式(business model, BM)成為創投業者(venture capitalists, VCs)評估新興dotcom廠商能否在競爭中勝出的準則。從相關文獻指出，成功的營運模式不僅可形塑新產業，甚且重新分配新價值。因此，營運模式對廠商在市場的持續競爭力，求取生存與成長，具有重大的影響。 市場競爭的本質是以動態呈現，本研究嘗試探索具有動態性之營運模式架構。依循Eisenhardt(1989)個案研究法，本研究以6個新創廠商個案進行深度訪談，將訪談逐字稿進行逐句、逐段分析，歸納整理個案研究發現，並進行跨個案分析以取得個案的型態(pattern)。 從個案研究發現與分析，廠商必須面對環境、技術及競爭者等不確定性因素，廠商的營運模式須從外部不確定性因素中，發現具有利基的創業機會，也就是：廠商須提出能夠打造具利基市場之定位與地位之「價值主張」，以及提供生存與成長的動能之「獲利能耐」。從本研究發現與分析萃取出4個營運模式要素，亦即：廠商必須能夠擁有與動員「關鍵資源與能力」；建立「網絡與平台分享機制」；注重能夠產生領導趨勢、深度體驗及高築障礙之「產品/服務之設計與品質」；充分發揮擴展共創雙贏之「在地智慧」。然而，營運模式在動態的環境中，並非一成不變，廠商必須持續透過「配適、校準、嘗試錯誤及快速商品化」之動態調整機制，才可讓營運模式具有與時俱進的持續競爭力。 / In mid of 1990’s, the era of Internet booming, business models (BMs) had become the most important evaluation tools of venture capitalists to emerging dotcoms whether they can be successful competition from the market or not. From the literature review, it showed that the successful BM not only had reshaped the whole industry, but also had redistributed billions of dollars of value. For above reasons, BMs heavily influence to firms’ performance for getting survival and growth in competitive markets. The competitive nature of markets presents a dynamic characteristic. Under this circumstance, this research tries to explore the architecture of BM that is with the adapting mechanisms to a dynamic and competitive market. The research employs case study methodology and conducts 6 new venture cases. The first research question is to explore new ventures how to seize entrepreneurial opportunities. It can be found out new ventures how to confront uncertainties including environments, technologies, and competitors, which construct antecedents of BMs. From research findings, there are two antecedents, one is value propositions which make firms to craft a special position in a niche market, and the other is profitability capabilities. The second research question is to explore new ventures how to build up BMs and adapt to the dynamic settings. Extracting of case studies findings, there are four elements, including key resources and capabilities, sharing mechanism in network and platform, design and quality in products/services, local intelligence. Also, from the research findings, there are four mechanisms of dynamic adaptation, including alignment, fit, trial and error, and commercialization. In the dynamic markets, the optimal status to BMs is to adapt and renew automatically. On one hand, it makes firms to sense and seize opportunities which are coming from external uncertainties; on the other hand, firms have to keep their BMs on the right trajectory with mechanisms of dynamic adaptation. BMs with adapting mechanisms can make firms keep competitive advantages.

臺灣農業有優良的傳統，曾經以優越的生產技術，良好的品質，在外銷市場上，屢創佳績。本文首先探討當前農業發展的困境，源自於過度注重生產導向思維，忽略產業鏈上下游息息相關的產業結構，忽略行銷通路的發展，忽略知識經濟中，創新服務的附加價值。 近年來，蝴蝶蘭產業揚名國際，博得蝴蝶蘭王國美譽。分析蝴蝶蘭產業的價值傳遞過程，發現台灣蝴蝶蘭產業，正逐漸步入早期傳統農業的後塵，策略發展以生產能力為核心。這個營運策略為擴張規模，增加產能，以期降低成本，在市場上以價格競爭為手段。對於一個產業而言，這是一個危險的訊號。 今以蝴蝶蘭產業為例，深究台灣農業是否可以從企業經營觀點，健全產業結構，發掘更多附加價值。這個問題的答案存在於以無形資產創價的觀念，以現有良好的生產技術為後盾，結合農業科技智慧財產、聯合行銷與品牌經營，是未來台灣農業應該努力發展的三大策略主軸。 在此一策略思維主軸下，許多創新事業模式可以發展，包括農業生物科技公司，品質認證公司，拍賣公司，行銷公司，溫室營建公司等，或為周邊產業，或為上下游，唇齒相依。農產業一如其他產業，應思考佔據產業關鍵地位，方能提升議價能力，擁有競爭優勢。這些創新事業的特色為科技運用，服務事業，重視品質，最終以品牌經營為依歸。活絡創新事業，將現代化科技與服務精神引入農產事業，這是一場無產經營的變革，成功關鍵在發揮合作精神與善用優質人力。創造的無形資產價值，有一天可以超越農產品本身的價格。 / Agriculture had helped Taiwan earn economic advance in the early time, but went in vain and into history without sustained development. What constrains agriculture itself is the production-centered mind setting. Recently, moth orchid export has become a rising star among other horticulture products. Through analysis of Taiwan orchid value chain, it is found that orchid industry is stepping into the same path of traditional agriculture practice. Individual orchid farmers focus on enlarging greenhouse coverage in order to reduce cost and to win a price-based war. Discussion is made to ask if business management can be integrated into Taiwan agricultural practice. With good field practice technique supporting, intellectual property protection of biotechnology, brand operation and cooperative marketing should be three main strategies for future development of Taiwan agriculture. Agriculture, just like other business operation, should develop strategy to gain advantage in key position to win competition advantages. The characters of these innovative operational models are applications of current technology, service oriented, emphasis on quality, and ends in good brand management. Taiwan orchid farmers should also realize only through cooperative efforts, they can prevail. In the future, agriculture should recruit quality human resource in all aspects including business management, technology, engineering and service. Value generation by new business models producing intangible assets are proposed and discussed.

做為新制度流派之一的歷史制度論認為：一政策的成形，乃為情境中各要角(actor)勢力的競逐過程。研究者則在探討，做為競逐場域的共同傳輸公司，各要角勢力的競逐態勢，又將對未來台灣數位無線電視的樣貌，產生什麼樣的影響？ 本研究提出，要探討台灣共同傳輸公司的建構意涵，需回到歐洲公共廣電媒體數位化的發展脈絡進行考察，並再回到台灣的情境脈絡中，定義共同傳輸公司於台灣的建置意涵為何。 研究者從八國（英國、瑞典、西班牙、法國、荷蘭、芬蘭、愛爾蘭、義大利）歐洲公共廣電媒體數位化的過程，歸納出三套共同傳輸公司的類型，包括：「既有獨佔型」、「準公共事業型」，及「市場競爭型」。本研究除分析這三種傳輸公司類型移植台灣的意義為何，並進一步評估其移植的可行性。另外，本研究亦針對共同傳輸公司議題，對未來「NCC作用法」的修法方向提出建議。 / The goal of Historical Institutionalism is one of the sects of New Institutionalism. It focus on finding, measuring and tracing patterns and sequences of social, political, economic behavior and change across time and space. Historical Institutionalism argue that the actors involved in the social context are the important variables for understanding political outcomes. This study try to find out the process of transmission company construction in Taiwan based on the viewpoint of historical institutionalism. Taiwan government plans to switch of the analog terrestrial television before 2010. Government try to stop the vertical integration of terrestrial television. Then also plan to construct the transmission company. This study compares with the process of digitalization of European public service broadcasting, and typologies 3 forms of transmission company, including ‘Existing-monopoly Type’, ‘Quasi-public service Type’ and ‘Market-competition Type’. After that, continuing thinking about the adaptability of three types in Taiwan. And also interprets the connotation of development of transmission company in Taiwan.

本論文探討有效的全面品質管理（Total quality management, TQM）對公司股價和獲利能力財務績效的影響，透過獲得台灣國家品質獎來當作一個有效成功實施TQM的確認，來進行獲獎公司於得獎前後跟其他公司績效的比較。 本論文將評估得獎公司得獎前後與不同的參照公司和比較公司群做3年的引入TQM計畫和成功完成TQM計畫後4年的財務績效比較。雖然這方面的研究在國外已經有不少探討，在研究統計方法上有不斷的改進，但基於本研究由於樣本數過少的狀況，所以對研究統計方法做特別的選擇與考量。在長期實施TQM計劃的結果當中，得獎公司只有在報名台灣國家品質獎前的實施階段有明顯的正向股價異常報酬和營運異常報酬，而完成TQM落實後的階段並沒有顯著的正向異常報酬，其結果有別於國外對美國國家品獎研究結果，在結論方面也將提出相關可能的原因與探討。 / This thesis discussed how the efficient total quality management (TQM) influenced company stock price and operation performance. Taiwan National Quality Award winners were selected representing the companies that implement TQM successfully. Their performance before and after winning the awards were compared with others equivalent companies. The paper tested the company performances for two periods in which the first one is undertaking the TQM program for three years before winning the awards as the implementation period and the second one includes four years after winning the awards as post-implementation period. The performance of award winning companies at two periods were compared with control firms and comparison groups. Although many relevant researches were found and the statistical methods were developed and improved, this study selected few unique methods because of insufficient samples. The results showed that award winning companies have significantly positive performance in stock price and operating index only at the first period, and no significant effects at the second period were found. The results are different from the studies regarding Malcolm Baldridge Award, and probable causes and issues are discussed.

「雲端運算」這幾年來成為全世界熱門議題，受到各個先進國家政府的高度重視，相繼積極投入龐大經費與資源來建立雲端運算的基礎建設與協助產業發展，更為產業界帶來了龐大商機，業者無不搭上這股時代潮流，期盼能找到創新營運模式，來提昇公司的核心競爭力。 　　台灣信用合作社受到現行金融法規的規定，限制其經營業務種類、營業區域及交易對象，造成信用合作社的營運範疇、可用的資源、事業網絡、營業額、客戶數及市佔率等等面向都無法與一般商業銀行比較。此先天的限制，也讓信用合作社在資訊設備的投資，資訊人員的配置上，與銀行相比也相對少很多，造成在競爭力上處於不平等的窘境。 　　本研究挑選金融資訊服務產業個案公司和其客戶區隔（信用合作社）做為個案研究對象。試著透過商業模式的理論觀點，探討雲端運算提供的服務模式，分析個案公司ASP營運模式是否能成功轉型成雲端運算SaaS模式，並發展出一套適合台灣信用合作社的雲端服務電子銀行解決方案。本研究結果除了可以提供給台灣信用合作社建置電子銀行系統參考外，亦可以對台灣金融資訊服務業因應雲端運算趨勢，帶來新的商業契機。 / "Cloud computing" has become the world's most popular topics in the past few years. Each advanced countries governments have attached great importance to cloud computing, and have been actively involved in the huge funding and resources to build a cloud computing infrastructure to assist industrial development, but also for the industry to create huge business opportunities. The enterprises have to catch up with this trend, and look forward to find innovative business model to enhance the company's core competitiveness. 　　Taiwan's credit cooperatives types of business, the business region, and trading customers are subject to the limitations of the financial laws and regulations. Result its business region, available resources, business networks, business income, the number of customers and market share, etc., cannot compare with the banks. This inherent limitation caused Taiwan's credit cooperatives invest in IT equipment and IT personnel are much less than the banks, resulting in unfair competition. 　　In this study, we select the financial information services industry, the case company and its customer segmentation (Taiwan's credit cooperatives) as a case study. This study tries to explore the cloud computing service model through the business model of theoretical perspectives to analyze the case of the company's ASP business model is able to successfully transform into cloud computing SaaS model, and tries to develop a set of cloud services for Taiwan's credit cooperatives in e-banking solutions. The results of this study can provide Taiwan's credit cooperatives to build the reference of the electronic banking system, also of Taiwan's financial information services in response to the trend of cloud computing bring new business opportunities.

全民健康保險制度在台灣開辦以來已經快二十年了，在全民都有保險、給付的範圍從基礎到複雜的醫療照護完整、合約醫療機構相當普遍、就醫的方便性等，得到大多數台灣民眾的肯定。 但全民健保這一路實施下來卻為台灣帶來的龐大國家赤字。健保局針對於每年五千餘億的健保費用其中的藥品費用(為第二大支出，占了其中的25%)多次長期進行多種的藥費及藥價管控措施，低廉的新藥核價加上每兩年的藥價調查後的藥價調降，國外藥廠除了要配合健保的藥價政策外，還需要面對醫療機構對於現有藥品再降價的要求。長久下來，藥廠利潤逐年下降影響甚劇。 其中以今年七月所要實施二代健保中「藥品三同」對於原開發藥廠藥衝擊最大。衛生署所實施的三同政策，即是針對健保給付超過15年的藥品，實施「同成分」、「同品質」、「同價格」，調整為同價格。此一政策倘若實施，原開發藥廠利潤嚴重下降，可能會導致會放棄台灣市場，民眾只剩下國產學名藥可以選擇。再者，三同政策最大的瑕疵，在於只單方面考慮健保給付的藥價，卻忽略了藥廠製藥成本，此舉明顯不顧成本不同卻硬性規定價格，明顯違反市場機制，也違反健保精神。 專利藥到期的原開發藥藥廠要如何因應以縮小品質及價格的爭端，只著眼於一昧砍藥價來填補健保財務虧損，不仔細思考同成分就一定同品質的問題而將藥品砍至同一價格的健保署藥物品質認定及給付標準。 本研究探討之研究問題包括: 1)在台灣健保逐年調降藥價的政策下藥品三同政策前，原開發藥廠在台的經營模式為何,2)在政府政策培育下的學名藥如何日益茁壯來影響專利藥到期的原開發藥廠市場活動，3)藥品三同政策實施後對專利藥到期的原開發藥廠的衝擊4)主要獲利的專利藥品皆到期的台灣武田藥品公司未來的經營模式從主要價值活動面該如何調整因應。 本研究以Afuah A.(2004)經營模式架構，先從過去健保政策下原開發藥廠的營運模式做說明，再以目前健保政策環境因素的變化，如何影響個案公司的市場行銷活動，而活動又如何影響公司的資源、定位及成本。 本研究發現「藥品三同」對台廠學名藥因具有較佳的成本競爭優勢，對原開發藥廠產生威脅，但因原料的不穩定性讓病患、處方醫師無法信任。所以原開發藥廠除了監督政府長期對學名藥廠品質加以把關、用訴訟延緩學名藥的上市外、另外一方面併購國內學名藥廠，以配合醫療院所對於低價高品質藥品的需求。最後，專利藥到期的原開發藥廠從健保政策中與學名藥廠價格競爭獲得利潤，就必須改變營運模式，首要的就是降低成本。如何從採購及製造方面有效降低成本著手，進一步調整有形、無形資產投入、人員配置培養與組織等策略資源，以及定價、市場區隔等定位修正，是原開發藥廠需要深入思考的問題。 / National Health Insurance (NHI) program has been implemented in Taiwan for almost 20 years. It has earned recognition for the compulsory enrollment for all residents in Taiwan, the benefits covered from basic to complicated medical care, the prevalence of contract medical facility and the convenience of going to doctors. NHI, however, has caused fiscal deficit for the past few years. Drug cost, among the over 500,000,000,000 NTD health insurance fee, is the second largest expenditure, which takes up 25 percent of health insurance fee. Therefore, Bureau of National Health Insurance has taken measures to manage and control drug cost and drug price multiple times for a long period. Foreign pharmaceuticals have cooperated on the low-priced pricing for new drugs and have lowered drug price after drug price evaluation every two year. However, there is still demand from medical institution for lowering drug price. The profit is therefore significantly affected in the long run. Among the impacts, the significant one for research-based pharmaceutical companies is “three sameness of drug” in the 2nd generation NHI, which will be implemented in this coming July. This three sameness policy is to adjust those drugs which are covered by NHI for over 15 years and are of the same ingredients and quality to the same price. If this policy is put into practice, the profit of research-based pharmaceutical companies would plunge, which may result in their leave of Taiwan market. The domestic generic drugs, as a result, would be the only choice for the general public. Moreover, the major flaw of this three sameness policy is that it merely considers the drug price NHI covers, not the costs of pharmaceutical companies. That the drug price is set inflexibly without taking costs difference into consideration is against not only market mechanism but also the essence of NHI. The questions this study aimed to investigate were: 1. What have been the operating models of research-based pharmaceutical companies in Taiwan in the circumstances of drug price drop year by year before “three sameness policy”? 2. How have the government-sponsored generic drugs affected the market activities of drug patent expiration of research-based pharmaceutical companies? 3. What have been the impacts of “three sameness policy” on drug patent expiration of research-based pharmaceutical companies? 4. How should the operating model of Takeda Pharmaceuticals Taiwan, Ltd. adapt to, from the aspect of primary value activities, the condition of drug patent expiration of its profitable drugs? Based on the framework of operating model by Afuah A.(2004), this study began with the operating model of research-based pharmaceutical companies in former NHI policy. It then elaborated on how changes of the present NHI policy have influenced the marketing activities of the case company and how these activities have influenced the company’s resources, position and costs. This study reveals that “three sameness policies” is favorable for Taiwanese generic manufacturers for their costs competition. However, the instability of raw materials could not gain the trust of patients and doctors. Therefore, in order to cooperate on the demand for low-price and high-quality drug, researched-based pharmaceutical companies supervise the government’s check on the quality of generic manufacturers, employ litigation to suspend the launch of generic drugs or merge domestic generic manufacturers. If research-based pharmaceutical companies with drug patent expiration would like to compete with generic manufacturers and make a profit in NHI policy, they would have to change their operating model. How to reduce costs of purchase and manufacture and go further to adjust the input of physical and intangible assets, strengthen professional training of personnel and organization and modify strategies for pricing and market segmentation are the main issues worth considering.