代理與代工雖然本質上都難逃為人作嫁的宿命，但其與品牌原廠間的關係卻是大相逕庭；尤其在工業儀表產業，代理商與原廠間除了代理人與主理人的代理合作關係外，還會因各自是否具備系統整合能力而有著另一種微妙的競爭關係。 所以，本研究是藉由探討一家具有系統整合能力的代理商，在其面對不同原廠時的各種策略邏輯，以深入了解其經營模式與成功因素，及探討代理商要如何經營與原廠的關係、如何依靠原廠資源來茁壯、如何避免辛苦耕耘的市場被原廠過河拆橋、及被終止代理權後如何繼續生存⋯⋯等，代理商與原廠間的各種經營問題，並藉由賽局理論來分析「原廠」與「代理」的各自優勢策略：  代理商的優勢策略思維－”以競促合，合中有競”： 1. 在銷售產品的同時，搭售自行創價的產品及服務，提昇代理商的不可取代性。 2. 對於銷售重心品牌／產品一定要有備案選擇。 3. 要有自知之明，最好／最強的產品不一定最適合，「門當戶對」的代理關係才能長久。  原廠的優勢策略思維－”以戰止競，順昌逆亡”： 不斷強化自身產品、技術層次為目標，使其成為市場上不論是規格、技術、價格、⋯⋯⋯等各方面都是最佳選擇，則代理商只是各種通路的選項之一，絕不會發生”尾巴搖狗”的不合理現象。 而依本研究的實際個案分析結論，發現個案中原廠與代理商的關係並非單純的”合作”或是”競爭”甚或是”雙贏“等靜態關係，其關係應是”競中有合、合中有競”的動態共生關係，而”競”與”合”的存在比例則是隨著時間、賽局、環境等因素的不同而隨時在變化。 / Generally speaking, the fate of the sales agent and the OEM agent are similar in someway, however their relationships with the principals are quite different from each other, especially when it refers to the industrial analyzer business. It will be a kind of co-opetition relationship between agent and principal while the agent or the principal has the capacity of system integration. This study, taking a local Taiwanese company which represents multi foreigner analyzer brands and is capable of system integration, as an example, attempts to figure out the relationship between agent and principal and then develops the dominant strategies of each parties through the case study and the game theory analyzing.  The dominant strategy of agent: enforcing the principal to cooperate by competition, therefore the cooperation contains competing. 1. To strengthen the agent’s corporate image to the customers by bundling the value-added products while selling principals’ products. This is to prevent the principal to replace the agent easily while they want to change the agent or set up the local branch. 2. Agent must always have alternative products as back up, especially for the major income products. 3. A compatible principal is the optima choice, not the best one.  The dominant strategy of the principal: inhibiting the competition by empowering themselves, therefore threating the agent to obey or die. Never allow tail wagging the dog. From this study, it shows the relationship between agent and principal is sort of dynamic “co-opetition” relationship and the existing percentages of “cooperation” and “competition” are varied in time, games, environment, …etc., instead of static one.

金融科技的快速發展，對金融業經營帶來了巨大的衝擊。本研究分析國外銀行的分行發展趨勢，發現其轉型的主要動機為降低成本以提高效率及數位化轉型，在經營策略上多有裁撤分行與人力的現象，對現有分行也朝向多元化的經營型態發展;另分析國內銀行發現，過去以實體分行為獲利主要引擎的商業銀行，雖無大量分行裁撤情形，但近幾年在經營策略上也都開始進行數位化的調整。顯見數位化與行動化的浪潮，已對金融業的經營模式造成顛覆性的改變。本研究亦藉由訪談國內具代表性之銀行，瞭解在數位環境下的分行轉型及建置原生數位銀行的實務作法。綜合本研究之分析得到以下結論： (一) 實體分行與數位銀行是相輔相成，經營型態將更多元化與彈性。 (二) 建立重視客戶體驗的企業文化，提升行員銷售與服務加值功能。 (三) 虛實通路整合發揮全通路價值，化競爭為互補，提升競爭優勢。 數位化智能設備的建置是金額龐大的投資，透過本研究也建議銀行業者要審視客戶實際需求與內部流程系統的整合程度，謹慎評估再適量配置。在銀行規劃數位轉型策略上，本研究也提出四大建議： (一) 客製化：學習零售業思維，重視客戶的聲音與市場的需求。 (二) 一致化：效法製造業管理，確保多通路一致性的流程與品質。 (三) 參與性：善用社群媒體經營互動，透過大數據行銷與服務無縫接軌。 (四) 安全性：建立安全可信任交易環境，關鍵風險指標全面即時監控。

京都大学 / 0048 / 新制・課程博士 / 博士(生命科学) / 甲第21921号 / 生博第406号 / 新制||生||53(附属図書館) / 京都大学大学院生命科学研究科高次生命科学専攻 / (主査)教授 井垣 達吏, 教授 原田 浩, 教授 鈴木 淳 / 学位規則第4条第1項該当 / Doctor of Philosophy in Life Sciences / Kyoto University / DFAM

京都大学 / 0048 / 新制・課程博士 / 博士(生命科学) / 甲第20532号 / 生博第374号 / 新制||生||49(附属図書館) / 京都大学大学院生命科学研究科高次生命科学専攻 / (主査)教授 井垣 達吏, 教授 松田 道行, 教授 上村 匡 / 学位規則第4条第1項該当 / Doctor of Philosophy in Life Sciences / Kyoto University / DFAM

本文鑑於現今國際間各國人民往來互動頻繁，表現在身分關係上，異國聯姻逐漸增多，因此，對於應如何妥善處理其可能衍生之涉外離婚訴訟問題，勢必將成為各國法院責無旁貸之任務。然而，正如同處理內國婚姻事件般，各國法院須以該內國身分法之規定作為判斷基準，然而，在涉外離婚事件，對於應如何決定其所應適用之準據法，便成為各國法院所關注之焦點，因此，各國紛紛開始制定國際私法以便求其解決，故伴隨著各國國際私法立法化的腳步，使得關於涉外事件之準據法選擇部分，或多或少已達成初步共識。然而，法院在審判時，除須具備實體法外，還須有相關訴訟法與之配合，始能有效解決紛爭，因此，在審理涉外事件時亦然，故除需具備上述決定涉外案件法律關係所應適用之實體法外，尚須相關配套之程序法，亦即訴訟制度存在，故國際民事訴訟法之概念便應運而生。影響所及，使得各國法院在審理涉外離婚事件時，其將遭遇到的第一個問題，便是「國際裁判管轄權」歸屬之議題，亦即應如何決定系爭涉外案件之國際裁判管轄事務之分配。惟，若就我國目前之狀況觀察，對於涉外離婚事件準據法之決定，已有涉外民事法律適用法第十四條、第十五條規定為其依據，但對於如何決定其「國際裁判管轄權」之歸屬，則不但欠缺法律明文規定，亦屬學者較少討論之領域，然而，此一問題卻對於有效解決涉外離婚事件而言，著實為一重要領域。 誠如上述，由於較少我國學者涉入本問題之討論，但在實務審判上卻是有不少相關見解存在，故本文主要係以整理外國學說、實務以及我國實務見解為主，並且藉此檢視我國實務是以何種方式解決相關問題，進而透過兩者之比較整理分析，檢討我國實務見解。同時，亦嘗試透過對外國學說與實務見解之整理，期能替將來我國實務於處理涉外離婚事件之相關問題時，提出參考的方向。

本研究運用質性研究方法，加以個案研究方式，對於第三方支付模式和實體信用卡虛擬化之非第三方支付模式進行個案分析，以探討在超競爭下，行動支付業者如何透過競爭以及合作策略，形成行動支付生態系統發展模式。本研究所得結論如下： 一、中國和肯亞等開發中國家之金融體系尚不發達，交易雙方出現信任缺口，銀行服務並不健全，金融資源分配不均，因此透過破壞傳統支付體系架構，發揮網路外部性之雙邊市場效應，打造出第三方支付模式之行動支付生態系統，以達到普惠金融發展目標。 二、歐美日等已開發國家之金融體系已臻健全，金融匯兌服務普及，金融監理重視市場公平與金融穩定，因此未破壞傳統支付體系架構，而是透過跨產業競合方式修改現有支付面前端程序，型塑出實體信用卡虛擬化支付模式之行動支付生態系統，以達到優化金融服務目標。 綜合上述結論，可歸納出二項管理意涵：第一項為在金融服務普及率較低的體系，傾向於發展填補信任缺口之第三方支付模式，而在金融服務普及率較高的體系，則傾向於發展提高安全性之實體信用卡虛擬化支付模式。第二項為企業藉由競合策略，既爭取價值也創造價值，其中爭取價值的本質是競爭，而創造價值的本質則是合作，以達到雙贏。 台灣傳統金融服務與超商密集度高，客戶需求被高度重視及滿足，銀行、超商與第三方支付業者形成跨產業競合關係，發展出多元支付方式，因此建構使用單一裝置即可提供多元支付功能之行動支付平台，可做為台灣行動支付生態系統健全發展之解決方案。具體建議為尋求跨產業競合，金融監管持開放態度，培訓金融科技人才，加強資訊安全，以建構完善的行動支付生態系統。 / In the view of hyper-competition, sustainable competitive advantage does not exist, and only by constant innovation in order to obtain a series of short-term competitive advantage. However, business ecosystem could clarify the competition and cooperation relationship between businesses. In this study, qualitative research and case study methodologies are used to find the adoptable mobile payment ecosystem. The third-party payment would fill the trust gap between the parties. Therefore, developing countries should adopt third party mobile payment ecosystem, in order to achieve financial inclusion. The non-third party payment would improve the security of cardholder transactions and reduce the risk of banking. Therefore, developed countries should adopt non-third party mobile payment ecosystem, in order to optimize financial services. The above conclusions can be summarized as two management implications: First, low penetration of financial services tends to develop third-party payment, and high penetration of financial services tends to develop non-third party payment. Second, business co-opetition strategy has the nature of value creation and value capture to achieve win-win situation. Taiwan’s financial service-intensive, customer needs are met, banks, stores can be formed with the third-party payment industry co-opetition relations, the development of a diverse payment methods, and therefore the construction using a single device to provide pluralistic payment function of mobile payment platform, will be suitable for robust development of Taiwan’s mobile payment ecosystem. Suggestions include cross-industry co-opetition, open-minded financial supervision, training financial technology professionals, and strengthen information security.

兩兆雙星產業的誕生正式宣告了面板產業將在台灣市場中造就無限的商機，在此商機的背後隱藏著一個交錯而複雜的供應鏈；期間為搶奪商機爭取訂單，供應商之間競爭關係日益激烈且多變，然而有一現象逐漸受到重視，即是有條件地在競爭狀態中尋求可能合作的部份，藉以找到彼此各自的商業利益，達到雙贏的目標。本研究是以探討各廠商在面對供應鏈上下游廠商之不同關係，如何採取因應的平衡策略使其商業活動的綜效達到最大。 現今的供應鏈關係網絡之中，普遍發生既競爭又合作的現象，而此現象又不斷地交錯伴隨此產業的成長，其競爭與合作的模式必然存在著許多關鍵因素，影響並發展出各供應廠商間的最大商業利益的綜效，因此找出其間存在的競合策略思維是本論文所要探討的重點。而本研究則從各廠商的觀點切入，探討在面對供應鏈網絡中的競合關係變化及因應之道，據此提出六個研究問題。 本研究針對面板供應鏈之現況為例，收集原材料供應商(M公司)、原有加工廠商(A公司)、新加工廠商(B公司)與主要客戶(C公司)的互動為研究對象，針對其目前之供應鏈聯合狀態進行訪談，並透過所設計之問卷進行面談採訪，收集質化分析之第一手資料，透過產業訪談結果歸結相關的研究結論如下： 1. 在此聯合關係的研究當中，共計有16項聯合關係，其中有8項關係為過度聯合關係，而另8項關係為聯合不足；顯示供應鏈中確實存在聯合關係為過度或不足之情況。 2. 當過度聯合時，原材料商通常採取「差別取價」、「控制關鍵市場訊息」及「客製化服務」；新舊加工廠則常用「尋求替代品或供應商」及「客製化服務」之策略；最後以主要客戶則採取「控制市場訂單」與「控制市場關鍵訊息」策略。 3. 原材料商之「產品技術能力」及「產品研發能力」的資源條件通常伴隨「差別取價」策略，用以調整聯合關係狀態，而加工廠之「價格競爭能力」與「客戶關係能力」則較常促成「尋求替代品或供應商」策略的形成，此狀況在加工廠商為焦點公司時最為頻繁。 4. 廠商間為快速調整聯合關係，短期也通常以降低成本或售價的策略，因此供應鏈中的成員若要思考如何達成企業的最大商業利益，掌握或增進具競爭差異的資源條件是相當重要的課題。 5. 當二元關係之「相對技術能力」、「相對客戶關係」及「相對重要性」較高時，通常採取「差別取價」或「尋求替代品或供應商」策略。 6. 在策略選項中「獨家壟斷」及「供貨限制」較少被採用。 關鍵字 面板產業、供應鏈關係網絡、平衡策略、競爭策略、競合策略、合作策略。 / The two trillion and twin star business be created in Taiwan means the display industry will provide a inestimable business opportunity. LCD was announced as the most infinite business potential while semi-con and LCD industry booming in Taiwan. However, this business potential brought a complicated supply chain. In order to gain more share, the competition situation among the suppliers became server and diversified. One phenomenon was highlighted that how to find a coworker with certain criteria to benefit both party, then make the win-win situation. This assay was to study different relationships which suppliers faced to up-stream and down-stream players. And how to take a balanced strategy to maximize business synergy is our main lesson learnt in this assay. It is normal to find the phenomenon of competition with cooperation in current supply chain network. Since the industry grows with the phenomenon continuously, there should be some critical factors within the model of competition and cooperation. These will impact and influence the synergy of maximum business interests among the suppliers. Therefore, finding out the methodology of coopetition is what we want to discuss in this assay. The study will start form business point of view in each suppliers. Then discuss how to react to the change of coopetition among supply chain networks. We studied from the example of current LCD supply chain. M company was one of the raw material suppliers, B company was a new converter in the value chain, and C company is main customer to use the materials. Then arranging interviews to figure out alliance condition within the relationship and to collect 1st hand qualitative data for further analysis. The conclusions of interviews and studies should be as following: 1. There are 16 relationships in alliance relationships. 8 among those 16 are over-alliance; while the other 8 are under-alliance ones. It shows that there really are over and under alliance situation within the supply chain. 2. When it comes to over-alliance, raw materials supplier often takes “price differentiation”,“control critical market information” and “customized service” to face the situation. Meanwhile, the converters use to take “find out a 2nd source material and supplier” and “customized service”. And main customer might “control the orders” and “control critical market information” as the reaction. 3. The resource condition of raw materials supplier such as “product technology skill” and “product development skill ”always bundle the“ price differentiation strategy”. It is helpful to regulate the coopetition situation. Again,the converters usually adopt the “find out a 2nd source material” strategy due to they have the resource condition of the “price competition ability” and “Customer relationship ability”. 4. To regulate the coopetition situation, there are many companies usually adopt the strategies such as cost down or reduce the selling price. On average, it is the key to increase the resource condition that have the differentiation competitive advantage if the company of this supply chain want to know how to gain the most business advantage. 5. The strategies of the“price differentiation”and “find out a 2nd source material and supplier” always be adopted due to the company possess the relativity relationship that are “relativity technology ability” 、” relativity customer relationship” and “ relativity importance”. 6. The strategies such as the “engage of business without competition” and “Control the distribuotion of goods” are less be adopted in this business. Key words : Display Market, The network of supply chain, Balance Strategy, Competitive Strategy, Coopetition Strategy, Cooperation Strategy

本研究旨在藉由Brandenburge & Nalebuff (1995)的『價值網絡』(Value Net)模型來探討企業之新創事業如何在所屬的『價值網絡』中，依其策略性定位採取與同一網絡中的其他價值競逐者或合作或競爭的合縱連橫，以遂行其為事業創造顧客價值之目的。 企業在其所屬事業的『價值網絡』中，或藉由靈活地調整自身策略定位，或藉由提昇自己的附加價值、壓抑對手的附加價值，或藉由改變競爭規則、競爭範疇等，以形塑其事業的競爭優勢。 研究發現，新創事業即使在『價值網絡』中具有相對於其它競爭者更不對稱的優勢，若無法為事業創造高於所投入成本的價值，並將所獲得的價值價格化，則所具備的是不具價值的優勢。亦即，新創事業若無獲利能力，則再好的事業構想、再好的商業模式，也無助於新創事業的超越失敗。 企業對於已難以超越失敗的新創事業之進退所採取的策略選擇，固然會受到客觀的退出障礙及理性的策略性考量影響；但，企業對於所屬事業前景的主觀看法及經營者的心理素質更會左右對事業殘局的評估及其因應策略的選擇。 經營具充滿不確定性風險的新創事業並非參加一場僅是一次行動的比賽。因此，企業除了要熟稔其事業在『價值網絡』的定位、靈活運用各項要素以遂行其創造顧客價值的優勢外；對於不如預期之新創事業，更應理性地面對事實及客觀地評估與選擇或進或退之策略，避免因無謂的資源消耗而陷入僵局；也避色因陷入僵局而使得企業失却其它再興的新局！

鋰離子電池（Li-Ion Battery）在筆記型電腦產品的應用性愈來愈高，而臺灣廠商在筆記型電腦產品之產業鏈上素來扮演重要地位，鋰離子電池產業也不例外。然而，環顧目前全球筆記型電腦鋰離子電池產業，日本與韓國廠商一方面供應筆記型電腦所使用的18650電池芯給台灣的電池組裝廠，另一方面在電池組上與台灣組裝廠競爭電池組的市場。而臺灣廠商在日本、韓國等電池芯供應商的夾擊下，該要如何找到出路？ 本研究利用Brandenburger & Nalebuff（1996）在「競合策略」（Co-opetition）一書中發表的賽局理論為架構，利用賽局理論的架構探討臺灣電池組裝廠廠商在全球筆記型電腦鋰離子電池產業的定位。本研究採個案研究法深入訪談個案公司的高階主管，以瞭解其與供應商、競爭者的競合關係。由個案分析與研究發現得出研究結論如下: 結論一：明確的客戶選擇與產品策略，有助於凝聚內部的共識，創造對客戶和對供應商附加價值。 結論二：面對強勢的供應商，並且積極的爭取下游客戶的競爭下，企業要積極扮演好客戶期待的角色，並進一步藉由客戶的力量來提升供應商的服務。 結論三：企業透過不同的價值活動來展現技術和未來的發展力，可以提升在客戶端的價值地位；也可以讓供應商廠感受威脅來提升供貨的服務。 結論四：企業藉由客戶、互補者在其他產業的連結，有助於擴展產品的範圍及開發新的客戶。 / Lithium Ion Battery is getting more widely used at portable electronic products, particularly at laptop PC. In laptop PC industry, Taiwanese manufacturers have been playing important role in the worldwide supply chain, and Taiwanese battery pack makers also have significant share of computing batteries market for laptop PC in past years. Most of computing batteries adopt 18650 Lithium ion cell which is the most significant cost factor of a computing battery pack. Taiwanese battery pack makers source the Lithium ion cells mainly from Korean and Japanese Lithium ion cell suppliers. However, these cell suppliers are not only supply cells to pack makers, but also build the packs to compete against Taiwanese suppliers in pack market. Facing the competition from suppliers in end market, how can Taiwan pack makers survive in the battery pack business? This research uses "Co-opetition" of Game Theory by Adam M.Brandenburger and Barry J. Nalebuff as the framework , adopt case-study method to understand Taiwanese battery pack makers strategies to win the market share, how Taiwan battery pack makers position themselves among their suppliers, rivals and customers, what actions shall Taiwanese pack makers take to sustain in this industry. The conclusions of this research are stated as below 1. Clear and specific customer selection strategy and product plan would help the corporate to reach internal consensus, create value-add to customers and suppliers. 2. Corporate would obtain supports from suppliers through customers’ assistances when the supplier are also a competitor in product end market 3. Corporate would gain better service from suppliers by delivering its innovations and technologies through value activities. 4. Corporate would expand its product portfolio and develops new customers by utilizing the connections with customers and complementors.

高科技產業是目前台灣繼紡織工業、機械工業後引領台灣近三十年來產業發展的主流產業，其中又以ICT（Information & Communications Technology）產業是台灣高科技產業的代表。但高科技產業特徵是快速的變化，並不斷經過創新技術的發展，加劇其變化的速度，要有能力在高科技產業中持續發展，對市場趨勢、核心能力的掌握、新技術發展、人才養成、垂直整合能力、水平產業整合能力等皆需具備，才有機會在高科技產業中生存及發展。因此如何掌握企業本身的核心能力、檢視整體供應鏈價值，並提出適合之企業經營與競合策略，便是能否在高科技產業中持續發展的關鍵因素了。 觸控面板產業自2007年Apple正式推出iPhone後，觸控面板有了急速成長的開端。其中台灣在觸控面板的供應鏈中佔有超過50%的產值，是台灣在全球的又一個世界第一，值得期待，而本研究的主題”捲揚式真空濺鍍產業”正是觸控面板業中的關鍵材料製造技術。但在台灣創造另一個第一的同時，細部去分析此類產品供應鏈的成本結構，獲利最高的並非台灣廠商而是日本廠商，那麼如何提高台灣廠商在觸控面板產業的價值，答案就在如何洞悉產業及如合運用創新與競合的經營策略了。 / A high-tech industry is a mainstream industry. In Taiwan, the machinery industry is second only to the textile industry as the leading industry over three decades of industrial development. Within the machinery industry, the Information & Communications Technology (ICT) industry is representative of Taiwan's high-tech industry. However, the high-tech industry is characterised by rapid change, which results in the continuous development of innovative technologies. These changes enable companies to sustain technological development, grasp market trends, enhance core competencies, develop talent, gain vertical integration capability, and improve their chances of survival and growth in the high-technology industry. Therefore, the key to sustainable development of the high-tech industry lies in mastering the core competencies of the enterprise itself, considering the value of the overall supply chain, and adopting a suitable competition and cooperation strategy for the business. Since 2007, there has been significant growth in the touch panel industry with the official launch of the Apple iPhone. This study on the“winch vacuum sputtering industry”focuses on the Taiwan based touch panel supply chain, which is a world leader and accounts for 50% of national output value,to assess the key materials in manufacturing technology. However, establishing another successful industry in Taiwan requires additional data to analyse the cost structure of the supply chain of such products and requires assessing Japanese manufacturers in addition to the most profitable Taiwanese companies. Hence, insights from the business strategies of innovating/competing industries is likely to improve the value of Taiwanese touch panel manufacturers.