台灣科技公司以代工為主，隨著代工的毛利逐漸降低，如何進行轉型是每個企業都想瞭解的，但往往會面臨到一個關鍵的問題：什麼才是好的創業機會?要如何辨識機會?如何在複雜變動的環境中發掘、辨識出創業機會(Entrepreneurial Opportunities)的本質。 為此本研究試圖回答以下三個問題： 1. 本文將會進行個案公司在創業機會辨識整體過程的探討，公司在轉型中，影響機會辨識的來源有哪些？如何才能擴大機會辨識的廣度？ 2. 公司在整體創業的過程中，機會辨識的標準是否相同？ 3. 機會選擇間是否會互相影響？如何藉由機會辨識的結果回饋到未來的產品規劃？ 為了回答上述三個問題，本研究將先探討個案公司如何發現轉型的契機，以及在此時期辨識出的機會特徵有哪些，建立了什麼能耐，再探討龍彩科技機會評價過程，最後觀察龍彩科技從機會評價中獲得哪些回饋，以及其對日後產品規劃的影響。最後，本研究提出以下結論： 1. 跨領域的嘗試，有助於思考許多化阻力為助力的商業模式，進而增加機會辨識的廣度。 2. 創業警覺性除了會影響創業者對於機會的辨識程度，也會發展出獨特的商業模型思考。 3. 隨著創業階段的不同，對於機會特徵的認知有所不同，在重要性上也會有所差異。 4. 機會之間並非獨立存在，而會互相影響，所以不能單看個別機會的評價作選擇。

雲端運算帶來商機，同時也產生經營挑戰，各種雲端服務於眾說紛[雲]或各自表述的狀況下，從界定雲端服務內容、產業分析、科技發展、產品生命週期、新市場機會及個案公司營運…等方向探討後，提出系統整合商T公司如何有方法來選擇新市場機會，及明確的定位其因應雲端的策略。 協助T公司持續於競爭的產業鏈下，以白地策略來分辨新市場機會及提出可能的雲端運算新商業模式建議。 / Cloud computing brings not only business opportunities but also managerial challenges. All kinds of cloud computing vary in defining the cloud service, industry analysis, technology development, production life cycle, new market opportunities, T company business direction …and etc. By considering all topics, we will provide a system solution to assist T company locating the stand, making cloud market strategy, and finding their way in a right direction. Under keen challenges from the supply chain and apply white space strategy, we will continuously assist T company discovering new market opportunities and providing suggestions for new business models with potential cloud computing.

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 )

台灣光電產業為近年來台灣經濟成長的最佳動力來源之一，截至2010年，台灣光電總產值已經突破新台幣2兆元。其中以LED、顯示面板、太陽能電池模組等貢獻最多，帶給台灣大量的就業機會，並創造出全球第一的產值。然而，台灣光電大廠以往的經營模式大都以OEM/ODM為主，製造代工屬微笑曲線價值最低的中間區域，因此企業不斷找尋轉型的機會。近年來因能源耗竭隱憂，綠能產業蔚為未來科技革命的新主流，如太陽能發電、風力發電、LED照明、電動車等，為台灣光電大廠創造新的契機。幾間光電領導大廠紛紛跨入綠能產業，除了研發製造端，也開始嘗試挑戰下游的系統整合與行銷通路，尤其以太陽能發電系統為主。面對下游不熟悉的領域，以及眾多的綠能廠商競爭對手，光電企業必須從自身核心能耐出發，找尋最佳切入點，並靈活運用相關資源，與事業夥伴密切合作，方能找到自己的定位，建立獨特競爭優勢。 本研究從光電企業跨足綠能產業的先後整體性策略布局進行分析比較，並由顧客價值與企業核心能力的角度出發，深入探討面對綠能產業下游的新事業之組織設計、營運模式、關鍵資源、關鍵流程等。本研究建議台灣光電廠商面對市場白地時，應打破傳統製造思維，以創新商業模式進行在地化資源整合，進而建立行銷通路，打造自有品牌。並且建構良好的學習交流管道，讓新事業在下游的經營管理經驗帶回企業。 / Recently, the optoelectronic industry becomes one of the driving forces of economic growth in Taiwan. Until 2010, the output value of optoelectronic industry was over 2000 billion NTD, creating many employment opportunities. The optoelectronic industry in Taiwan is accounted for the largest output value in the world, especially in sectors such as LED, photovoltaic panels, solar cell and solar modules. However, a lot of optoelectronic companies in Taiwan are OEM/ODM based. They capture the lowest value in the supply chain. Hence, many companies are eager to seize the opportunity to implement transformation strategy. Nowadays, due to energy depletion issue, more and more people care about the popularized green energy industry, include solar power, wind power, LED lighting, electric cars and so on. This condition states good foundation for optoelectronic companies in Taiwan to perform transformation strategy. Some leading companies started to cross boundaries into the green energy industry, especially focusing on manufacturing and system integration of solar power system. Facing the unfamiliar downstream business and existing green energy competitors, optoelectronic companies should start with own core capability to find the best point of entry while entering the whole new industry. They need to integrate local resources and cooperate with business partners, finding their unique position and to build up their own competitive advantage. This study analyzes a comprehensive strategy framework for optoelectronic companies in Taiwan crossing over to the green energy industry. First thing ahead, the company should start with its own core capability and consumer value, developing new business model, organization structure, key resources and key process of the new field. The conclusion of this research suggests that optoelectronic companies in Taiwan should forgo its old ways of manufacturing thinking, and operate with innovative business model to integrate the localized resources, establish its own marketing channel, create its own brand, and construct good learning process that can bring downstream experience into the organization when operating in the new industry.

生物醫藥產業對人類健康福祉影響甚鉅，同時也屬於技術、資本密集、開發期長、風險偏高的產業，在新藥開發的歷程中，臨床試驗是開發中藥品自「試驗階段」邁向「市場階段」的絕對關鍵過程，其重要性不言而喻。對藥廠而言，臨床試驗若能有效率地被執行，一方面可縮短試驗時間減少花費；另一方面則是搶得先機佔據市場，及早實現獲利。因應臨床試驗重要且繁複需求的臨床試驗服務公司（Contract Research Organization, CRO）便應蘊而生。 CRO產業在美國的發展已逾40年，在奠基於過去的競爭基礎之外，其CRO產業已朝向「便利性」與「客製化」等利基市場佈局，以滿足新的顧客價值主張，並創新商業模式，追求新的成長機會。本研究在介紹美國CRO之產業市場營運模式之外，也以個案分析方式，自國內CRO公司與藥廠/生技公司的互動、合作，探討CRO的營運模式是否符合客戶需求，並嘗試以<白地策略>書中四個核心市場要素：顧客價值主張、利潤公式、關鍵流程與關鍵資源，思索CRO公司應如何經營市場白地。希望借鏡國外CRO公司的演進，反饋予國內CRO產業的未來發展及策略調整參考。 / Bio-pharmaceutical industry on human health well-being highly influential, but also a industry of technical, capital intensive, long development periods, and high risk. Among the course of drug development, clinical trials are absolute the key to the process, and advance the development process from the pilot phase to the market phase. For pharmaceutical companies, if the clinical trial can be executed efficiently, they can shorten the test time and spending; seize the market in advance, and reap profits as soon as possible. In response to the important and complex clinical trial requirements, the Contract Research Organization (CRO) prospers and takes advantage of a favorable situation. The evolvement of the CRO industry in US is more than 40 years. In the foundation base in the past, the CRO industry has been towards convenience and customization and other niche market distribution, to meet new customer value propositions, innovative business models and pursue new growth opportunities. In this thesis, the author not only introduces the CRO’s business models in US, but also explores the CRO’s business models in Taiwan by way of case studies. Through the interaction and cooperation between domestic pharmaceutical companies and CROs, the author wants to find out if the business models of CROs are in line with customer needs. The author also wants to quest if the CROs can learn how to manage and operate a white space which the CROs hope to seize by way of the book Seizing the White Space lists four fundamental building blocks including customer value proposition, profit formula, key resources, and key processes that make a company business model works. The domestic CROs can adjust their strategy and business model for fitting customer’s value proposition.