本研究以民國94年到98年間就本國銀行在組織變革下，挑選六家商業銀行分成兩組，比較銀行的分行採取「全功能分行」或採取「消金分行」對整體銀行績效的影響。以傳統財務比率分析法選取：獲利能力、資產品質(安全性)、經營能力(管理能力)、流動性，加入成長性和規模來評估這六家銀行採取不同的分行管理模式下的經營績效。結果發現： 民國94年至98年間，採取「全功能分行」模式的銀行，如上海銀行、華南銀行、兆豐銀行，在獲力能力的評比方面：總資產報酬率(ROA)、淨值報酬率(ROE)、純益率、平均員工獲利額等方面的績效都比採行「消金分行」模式的中國信託銀行、國泰世華銀行、台北富邦銀行為佳。在成長性方面，採全功能分行為主的銀行成長率也較穩定，消金分行組的銀行成長率起伏變化大，經營的成長力受外部環境的影響大。而在安全性評比方面，除了逾期放款比率消金分行組降的比較快，而全功能分行組無論景氣好壞均維持一致外，餘如：自有資本率、備低呆帳覆蓋率等兩組銀行間沒有顯著不同。經營能力、流動性方面兩組銀行也沒有顯著的不同。 經過分析可以看出，涉及整體銀行策略的項目，如資本適足、自有資本、逾期放款、流動性、週轉率等兩組間的績效差異不大。但如果業務可以分散，分行有權利調整的項目，如獲利能力、報酬率、逾期放款比率、存放比率、理財手續費收入等，全功能分行組的單位主管可以因地置宜發揮個別的經營績效，銀行的整體績效也就較好。尤其在95年雙卡風暴、98年金融風暴時，全功能分行組的銀行更因為所有分行並沒有採取一致性的賺取高利率雙卡利潤、銷售高風險連動債等，因此獲利能力就相對較穩定。消金分行組因為全體銀行採取一致性的策略，對所有分行考核方式都相同，商品上架如果不對，沒有一家銀行可以規避風險，在景氣欠佳的年份加上市場方向如果不對，經營績效就特別差。 本研究只採最近五年的財務指標進行驗證，且銀行的組織在這幾年內也有調整的情況，因此可能產生樣本數不足的情況，後續研究者若能增加研究年限，必能更客觀地檢驗採取消金分行或全功能分行對銀行經營績效的影響。

本研究主要探討台灣地區壽險公司資產配置以及風險管理策略之情形，首先針對資產配置中可能投資之七項新興資產市場概況做介紹，包括金融資產證券化受益證券、結構式債券、創投、國內可轉換公司債、不動產與不動產證券化受益證券、避險基金以及衍生性金融商品。藉由這些資產的風險報酬情形以及市場流動性等資訊，可協助壽險公司資產配置之決策。 本研究採取個案訪談之方式，對台灣地區主要16家壽險公司進行直接訪談。文中將壽險公司區分成本國大型、中型與小型壽險公司以及外商大型、中型與小型壽險公司。透過16家壽險公司之訪談結果，歸結整理出不同類型之壽險公司，在資產配置策略決策的形成、各資產之投資策略以及風險管理策略上有何異同。本國大型壽險公司由於資源較為充裕，多藉由建構模型，以數量分析方式來決定公司之資產配置，而資產配置之決策流程也較符合理論作法。本國中小型壽險公司則較偏向人為之決策。而外商壽險公司之資產配置決策則主要視母公司之政策而定。此外，根據本次訪談，有多家壽險公司已開始著手進行較為完善之整體資產配置規劃，若能確實執行，相信對公司之整體經營績效有極大幫助。而國內中小型壽險公司則需多加強數量分析模型之建置，避免額外遭受所謂的人員操作風險。

相對於肯定型印象管理，防禦型印象管理是印象管理行為的另一個重要面向，也是近年來漸受重視的議題，但在面談領域的研究相對缺乏，其有效性也未達共識。參酌其他領域的文獻，本研究試圖整合不同理論觀點以求完整周延的看待影響歷程，以探討應徵者防禦型印象管理之效果。為貼近真實情況，本文先進行前導研究，了解業界觀點及真實面談情境中的策略使用頻率。 由態度理論及資訊處理觀點，本研究同時探討面試官面對應徵者使用防禦策略的認知歷程與情感歷程，納入知覺應徵者能力及其對應徵者的喜好程度兩大類評價，以驗證面試官解讀應徵者防禦型印象管理策略的心理歷程。依據前導研究的結論，本文將應徵者防禦型印象管理策略分作道歉、開脫及合理化三類，採三因子受試者間實驗設計進行研究。 研究結果指出，合理化策略以能力評價為主要歷程，其關係強度大於對情感評價的影響，開脫策略對能力評價的影響卻未得證，至於道歉策略雖如預期以情感評價為主要路徑，但對喜好程度卻呈負向影響，推測可能是非口語行為的未預期效果所造成。因此，於後續補收資料中排除非口語行為作進一步驗證，結果發現道歉策略的確能修復面試官對應徵者的喜好程度，推知非口語行為對道歉說詞的品質存在著交互效果，而開脫策略的能力修復效果依舊未得證，推測應該是其說詞內容終究未能提出正面的能力訊息，導致說服力不夠。本研究結果可供應徵者作為策略選擇的參考，亦幫助面試官了解自己在面談過程中的訊息解讀歷程。 / Verbal self-presentation tactics comprise the central part of impression management (IM), separated as assertive IM and defensive IM. In job interview settings, assertive IM tactics were once considered as much more frequently used, relative to defensive IM tactics. However, the statistics in recent research shows that over sixty percent of applicants have used defensive IM tactics during interviews, which should not be ignored. According to “attitude theory” and “information processing perspective,” the researcher discusses cognitive and affective mechanisms of defensive IM tactics simultaneously. “Perceived applicants’ competence” and “liking toward applicants” are included to capture the interviewers’ cognitive and affective evaluations. Following the findings of pilot studies, the researcher adopts tripartition of defensive IM tactics: apology, excuse, and justification. A 2x2x2 between-subject experiment with video-taped design is conducted to investigate the impact of defensive IM tactics on interviewers’ psychological processes. The results show that the main mechanism of justification lies in cognitive evaluation, however, the main mechanisms of apology and excuse are not identified as expectation. These unexpected findings may result from the actor’s non-verbal behaviors. Therefore, another sample is collected for further investigation, and the audio-taped design is used to wipe out the effect of non-verbal behaviors. It shows the influence of apology on liking is supported, though the impact of excuse on perceived competence remains unsupported. These findings provide not only further understanding of interviewers’ psychological processes, but also guidance for the applicants to choose appropriate defensive IM tactics.

在高科技之推波助瀾下，新經濟與全球化之競爭模式儼然成形，也使得智慧財產在此競爭中扮演著重要的角色，成為高科技公司逐鹿中原的武器之一。相對地，也迫使高科技公司在全球割喉競爭之壓力下，開始思索如何更快進入戰場，並以智慧財產制敵機先。於是，企業併購策略開始成為高科技公司之經營決策者思考採行之策略。 企業併購（Merger and Acquisition）一詞，並非明確之法律定義，實乃商業管理實務界常用之名詞，因此，與其強加定義，不如從併購之模式加以說明，更為精確。併購模式概可歸納為二大模式：一為「收購」，一為「合併」。收購又可區分為「資產收購」與「股權收購」；而合併則有以吸收合併、新設合併及存續合併為主之「法定合併」類型，與以簡式合併、三角合併、強迫合併及實質合併為主之「特殊合併」類型。 所謂「收購」，係指收購公司以取得資產或經營權之目的，而以現金或債券、股票等有價證券買受目標公司全部或一部資產或股份之行為。而「合併」則係指兩家或兩家以上之公司，訂立合併契約，並經各當事公司之全體股東同意，或股東會之特別決議同意後，結合成一家公司之法律行為。其因合併而消滅之公司之權利義務，由合併後存續或新設立之公司概括承受，毋須再為個別資產或權利義務之移轉。 在企業採行併購策略之動機上，學理與實務上歸納出五種主要之動機，包括：綜效理論假說、多角化經營假說、策略性重組假說、價值低估假說，及代理成本理論與傲慢假說。綜效理論假說主要可歸納出，以追求規模經濟與範疇經濟之「營運綜效」；以風險分散或節稅考量為思考之「財務綜效」；企圖集中市場以形成壟斷之「市場綜效」；及為更精確掌握時機而追求之「起動綜效」。多角化經營則可分別從「複合式多角化」或「中心式多角化」切入討論。而策略性重組假說則著眼於「法規環境改變」或「技術創新改變」致使企業採取併購策略以為因應之面向，加以討論。此外，價值低估價說及代理成本理論與傲慢假說，則與企業經營決策者企圖追求本業之價值極大化無關，卻也經常成為經營決策者採行併購策略之動機。 前述企業併購動機之討論，事實上與美國併購歷史上所發生之五次併購浪潮息息相關，而這五次併購浪潮之興衰則亦與美國經濟發展之歷程有關。第一波併購浪潮發生於一八九七年至一九○四年間，其特色主要為「水平整合形成獨占市場」；第二波併購浪潮發生於一九一六年至一九二九年間，其特色主要為「垂直整合以利強化體質」；第三波併購浪潮發生於一九六五年至一九六九年間，其特色主要為「複合式併購擴大多角化」；第四波併購浪潮發生於一九八一年至一九八九年間，其則係以「金融工具激化敵意併購」為主要特色；時至一九九二年至二○○○年間所發生之第五次併購浪潮，則以「策略重組點燃超級併購」，逐漸將以取得智慧財產為目的之併購動機推上台面。亦即，由於全球化競爭而掀起跨國併購，及高科技產業併購之趨勢日盛，以智慧財產之取得規劃併購策略，成為高科技公司開始思考如何將企業價值極大化之策略之一。 高科技產業之競爭，已進入「超優勢競爭（Hypercompetition）」之態勢，惟有以動態競爭因應，始能勝出。而智慧財產之佈局與運用在動態競爭情境中，扮演著極為重要之角色。因此，透過併購以取得智慧財產，而得達成「控制新資源，加速企業外部成長」、「改變商業模式，大幅躍進新市場」、「動態競爭中，整合或對抗競爭者」，或「併購取得智慧財產權，待價而沽」之成果，已成為許多高科技公司之策略思考方向。 「世上沒有賣不出去的產品，只有賣不出去的價格」。在企業併購的過程中，如何就目標公司之企業價值進行評價往往是決定併購案是否能成功之關鍵。然而，對於企業的營運有重大影響之智慧財產，其「品質」究竟如何，將會對企業未來的營運造成重大的影響。因此，對於高科技產業之併購案，如何透過對於智慧財產進行查核評估（Due Diligence），協助併購交易雙方瞭解目標公司其智慧財產之品質，使雙方得以更正確評估目標公司之價值，並就併購案可能面臨之風險預先進行規劃，即為重要之課題。 換言之，由於企業併購交易之內容複雜且代價高昂，動輒為千萬至百億金額的現金交易或股份交換。雖然在交易過程中，賣方或買方通常會準備相關交易資訊及查核評估報告，以提供對方作為評估之用。但由於交易當事人自行提供之資訊通常過於簡略或可能隱惡揚善，為避免在交易價格之決定與交易後風險之承擔及效益之展現上出現問題，因此交易當事人有自行進行查核評估之必要。此即孫子兵法《謀攻篇》中所述「知己知彼，百戰不殆；不知彼不知己，每戰必敗。」所傳達之精神。 鑑於智慧財產查核評估是一項耗時費力，且所費不貲之工作，企業內部法律顧問或外部律師在進行智慧財產查核評估時，應對於其查核之範圍有所限制。並非所有智慧財產對於買方公司皆有顯著之影響，因此必須從公司之觀點加以檢視，並以其對於公司所可能產生之價值排序其先後。而除了時間、成本與專業人力投入等因素之考量外，「買方公司之策略目標」、「目標公司之核心競爭力」，與「企業併購交易之模式」將影響智慧財產查核評估所欲進行之範圍。 對於高科技公司而言，其企圖藉由併購活動所取得之智慧財產各異，然最主要者，尤其是對於我國公司而言，仍以「專利權」之取得以利企業在全球市場產業價值鏈中之佈局為首要考量。因此本文將就「專利查核」之相關議題，略做探討。而進行專利查核時，除從「專利申請案」、「專利審查歷程」與「法律意見書」等相關文件，進行概略初步審查外，概可聚焦於「目標公司是否確為真正之完整權利擁有者」、「發明之實施是否須依賴業已存在或第三人之權利」、「目標公司之發明是否獲得足夠之保障」、「目標公司之專利是否已為適當之利用」，及「目標公司之專利是否（或可能）涉訟」等面向出發，進行深入探查。 深入探究目標公司是否確為真正之完整權利擁有者之議題上，本論文將從「共同發明」、「受雇人之發明」與「部分讓與」所涉及之問題加以討論；而在發明之實施是否須依賴業已存在或第三人之權利之議題上，關於「技術改良與從屬專利」、「交互授權」及「技術輸入授權」涉及之契約約款（例如：契約存續期間、專屬性、可轉讓性與控制權之變更、轉授權、授權範圍、技術改良與回饋授權、擔保與賠償責任、最惠待遇，與過往侵權免責等）所衍生相關問題將為本論文關心之重點。 此外，在目標公司之發明是否獲得足夠之保障之議題上，本論文將討論關於「發明之檢討與揭露程序」、「專利權之地理範圍」，及「申請專利範圍與專利審查歷程之檢討」等問題；而關於「授權實施」及「專利濫用」將係買方公司查核目標公司之專利是否已為適當之利用時之重點。最後，在目標公司之專利是否（或可能）涉訟此議題之討論中，本論文將從評估目標公司之專利組合是否侵害第三人之專利權所進行之「專利侵權評估」與如涉及專利侵權訴訟時可能之「反訴或抗辯之評估」。 為印證本論文所提高科技公司以併購活動取得智慧財產之策略及所進行之查核評估活動，在結論與建議部分將以一家台灣公司之實際經驗為個案，探討其進行跨國併購時所面臨之問題，並就多數高科技公司所忽略之「競業禁止」問題，以美國法下之經驗，作為高科技公司進行跨國（尤其是美國）併購時，在專利查核之外，亦應注意之建議，以避免研發團隊於併購前後離職或被挖角，對買方公司所造成之傷害。 / A recent survey showed that between two and five emerging technology companies are acquired for every one that does an initial public offering （IPO）. Acquisitions can provide strategic, operating and financial benefits to both emerging technology companies and the company acquiring it. A strategic acquisition can provide emerging technology companies’ shareholders with earlier liquidity than an IPO, with less risk and dilution. It also can provide emerging technology companies with the immediate leverage of Buy Company's established manufacturing or distribution infrastructure, without the dilution, time and risk of internal development. A strategic acquisition can provide Buy Company with the new products and technologies necessary to maintain its competitive advantage, growth rate and profitability. Ill-conceived or badly done acquisitions, however, can result in expense and disruption to both businesses, the discontinuance of good technologies and products, employee dissatisfaction and defection, and poor operating results by the combined company. By understanding the key factors that lead to a successful acquisition, Target Company and Buy Company can improve the probability of achieving one. When considering an M&A transaction, Target Company first step should be to identify the strategic reasons why it wants to be acquired. For example, while Target Company may seek liquidity for its founders and investors, it also may have concluded that its future success requires the synergies of complementary resources and access to the infrastructure of a major corporation. An IPO could provide Target Company’s shareholders with liquidity, but would not immediately address Target Company’s need for product synergy or provide an established infrastructure. Those needs could be better met by finding a strategic buyer for Target Company. Equally important is to identify Buy Company’s strategic objectives in acquiring Target Company. For example, Buy Company may seek to acquire a product line or key technology, gain creative, technical or management talent, or eliminate a competitor. Ultimately, Buy Company will acquire Target Company because it believes M&A transaction is a more effective means of meeting a strategic need and increasing shareholder value than internal development. If Target Company understands its own and Buy Company’s strategic objectives, it can focus on candidates that are most likely to meet its needs and value the assets that it has to offer. While the objectives of individual companies will vary, the following table identifies common strategic objectives that Target Companies and Buy Companies try to achieve through an M&A activity. Target Company Reasons to Be Acquired Buy Company Reasons to Make a M&A Access to complementary products Access to complementary markets Access to working capital Avoid dilution of building own infrastructure Best and fastest return on investment Faster access to established infrastructure Gain critical mass Improve distribution capacity More rapid expansion of customer base Acquire key technology Acquire a new distribution channel Assure a source of supply Eliminate a competitor Expand or add a product line Gain creative talent Gain expertise and entry in a new market Gain a time-to-market advantage Increase earnings per share This study focuses on intellectual property due diligence, especially for the investigation of the benefits and risks associated with the ownership and exploitation of patent right when a company involves in a M&A activity. The increased profile, frequency, and value of intellectual property-related transactions have elevated the need for all legal, financial and managerial professionals and intellectual property owners to have a thorough understanding of the assessment and valuation of these assets and their role in commercial transactions; a detailed assessment of patent right is becoming an increasingly integral part of commercial transactions for the high-technology companies. Acquiring or investing in a business that owns intellectual property assets requires expanding the scope and depth of the due diligence that is usually conducted in such transactions. The process of gathering information and assessing the merits, issues, and risks associated with a business transaction is called “due diligence.” It is a critical exercise in the acquisition and strategic utilization of intellectual property assets. Due diligence is a necessary precursor to funding a new venture, and is critically important in many other business transactions, including mergers, acquisitions, licenses, initial public offerings, and in some instances litigation. In recent years, the commercial importance of patents and other intellectual property has become highly visible. Courts have imposed large damage awards for intellectual property misuse and infringement. Multi-million dollar judgments are no longer a rarity. Courts have also granted significant injunctions to limit the products which a company can market. For instance, Kodak was virtually eliminated from the instant camera market and subject to an extremely high damage award when it was found to infringe patents owned by Polaroid. As a result of these potential events, and the increasing value of intellectual property assets in today’s high technology society, intellectual property matters have become an important aspect of a traditional due diligence study. Intellectual property due diligence can be conducted in preparation for a wide variety of transactions. For example, intellectual property assets should be analyzed in the context of a share purchase or asset transfer, or may require assessment in connection with a capital contribution, in a joint venture or security for a loan, or in preparation of disclosure in connection with an offering of securities. Intellectual property due diligence can also facilitate a company’s thorough internal assessment of its own assets. Such a self-audit can prepare the company for an externally conducted due diligence, such as audited by a buyer company involving in a M&A transaction, and can enhance the company’s own intellectual property planning and management. Intellectual property rights are the product of human thought, born of human needs and aspirations, and manifested by societal values. A thorough intellectual property due diligence also requires consideration of many nonlegal, nonmaterial aspects of the rights involved. The impact of an investment in a specific intellectual property right, and its role and value in a given M&A transaction, can be easily miscalculated if the private and public implications of those rights are not considered. Every intellectual property transaction embodies both individual and societal beliefs and values that can profoundly affect the parties’s strategies and success. The philosophical underpinnings of intellectual property rights are often discussed in academic and philosophical forums. However, these principles deserve reiteration here, in a transaction-specific context. Too often, they are forgotten amidst the binders, cabinets and files full of due diligence documents and analytical reports. In Chapter 4, Patent Due Diligence, it comprises detailed analyses of the key issues to be assessed in the patent investigation. This chapter presents the steps in the legal review that should be undertaken on patents, and reviews the pertinent law pertaining to patent right. This chapter identifies the relevant documents that should be requested, defines the subject right, and analyzes the following substantive questions: Whether Target Company owns the patent right(s); Whether the patent right(s) have been adequately protected; Whether Target Company’s use of the patent right(s) is dependent on third part rights; Whether the scope of patent right(s) is sufficient; Whether the patent right(s) have been properly exploited; and Whether the patent right(s) present a risk of litigation. An investigation of Target Company’s patent assets can require analysis of extensive documentation, as well as knowledge of the specific technical field in which Target Company conducts its business, and of patent law. The circumstances of each particular case will dictate whether specialized patent counsel will need to be retained to assist with the patent due diligence. Buyer Company should be aware that proper preparation of patentability opinions and validity / infringement opinions can require substantial lead time and budget, and should accordingly account for these contingencies. Similarly, a thorough investigation to confirm ownership and assess exploitation of Target Company’s patent portfolio can require discussions regarding contribution of inventive ideas, past and present consultant or employment status of inventors, proper use of assignments, close investigation of the technology, markets, improvement clauses, cross-licenses, and the like. In sum, if Buyer Company specifies Target Company’s patent portfolio as a high priority in the intellectual property due diligence investigation, Buyer Company is well-advised to assign the patent-related investigation tasks to team members and, as applicable, patent experts, early in the due diligence process.

21世紀是服務的年代，在企業追求成長，人人重視服務的同時，企業也紛紛轉型為客戶導向型的組織，客戶服務中心也成為企業轉型的引導中心。客戶服務中心是企業的聯繫中心、互動中心、管理中心，所以，當客戶服務中心在企業中地位日益重要的情況下，客服中心如何運用管理策略來提升客服中心的服務品質也日顯重要。客戶服務中心以客戶為主，為顧客提供正確及可靠的產品相關資訊，並展現良好的服務給予顧客，以獲得較佳的經營績效。 本研究以A壽險公司為例，透過實際訪談及觀察，探討客服中心的運作管理模式，在組織中的定位，專業客服人員的教育訓練，以及目標管理績效指標評估等。了解客戶服務的重要關鍵以及提供服務的能力，另外服務系統相關的部門對客服中心支援程度也是影響服務品質關聯性的要因。 在個案探訪後發現，客服中心的營運與策略定位有絕大的關聯性，要有熱忱的客服中心專業人才，對客戶服務的認知深入與領導才能的管理者，加上適當的組織授權與資訊整合的幫助，乃是成功客服的必備條件。服務品質管理方面，須訂定適當的關鍵衡量標準，現場管理程序，質量監控規範，以及完善的服務作業流程。根據業務發展需要及環境改變狀況，持續不斷的改進。 關鍵詞：客服中心、管理策略、 服務品質、顧客滿意度、目標管理 / The 21 century is an age of services. Enterprises pursues growth and people demand services. At the same time, enterprises transform themselves into customer-oriented entities in succession. Customer service center leads enterprise transformation. Customer service center is centers of communication, interaction, and management in the enterprise. When the customer service center is gaining significance, therefore, how to utilize management strategies to improve the customer service quality becomes increasingly important. Customer service center focuses on customers. It provides customers with correct and reliable product related information and good services in order to improve the operational performance. This study uses company A as an example. With field research and observation, this study analyzes the operational and managerial patterns of the customer service center, the position in an organization, the trainings of professional customer service personnel, and the evaluation of objective management and performance management. This study shows how the customer service center understands the key factors of customer services and the ability to provide services. In addition, the supports from other service related departments are also key factors of customer service quality. The discovery of the case study shows that the operation of the customer service center and enterprise strategic positioning are closely related. Enthusiastic customer service professionals, deeply understanding of customer services and leadership, and appropriate organizational empowerment and information technology integration are essential requirements of a successful customer service center. In the aspect of customer service quality management, proper evaluation standards, line management procedures, quality control standards, and complete customer service workflow are required. Continuous improvements are applied in accordance with the needs of operation development and the changes in the environmental status quo. Keywords：Customer Service Center, Management Strategies, Service Quality, Customer Satisfaction, Objective Management.

這幾年由於市場利率逐漸走低，大量資金尋求收益較高之商品，結果造成訴求高收益之各式結構型(條件式)商品如雨後春筍般地冒出，而銷售量也屢創新高，由於結構型商品之所以能夠讓投資者獲得「可能的」之高收益，主要原因是理財商品內都包含了各種選擇權，只要符合選擇權之執行條件，則產品就可以獲得高收益，但是未能符合選擇權之執行條件時，投資人資金往往就只能求得到期保本，而損失了一些利息收入。 另外也由於這些產品投資年期都不是一兩年而已，有些長達十年以上，往往一投資其資金就會被固定在那裡，若投資人沒有考量清楚或在理專強力促銷下購買，常常會發生投資人短期內就想解約贖回之狀況，解約時就像壽險商品一樣，大都解約價格已經折價了許多本金，這就是時有聽聞客戶與銀行之間投資糾紛的來由，這也促使主管機關－金管會陸續頒布相關管理規範來建立投資秩序與環境。 本研究內容擬提出一個投資產品之管理應用工具－「投資菜單」來解決以上爭議，「投資菜單」之於理財產品策略工具就好比「平衡計分卡」之於企業績效管理工具一樣，此工具可以幫助金控投資產品委員會檢視過去產品績效，進而決策未來上架產品方向；以期希望能夠從下而上一致性地、整體性地解決顧客端、理專端、公司營運管理端與主管機關四方所各自關心的重點，以期降低客戶交易糾紛、增加業務銷售速度以及提升財富管理業務整體形象。

在2000年後，由於大陸外貿的崛起，大陸禮品業者也在國際展場中嶄露頭角；許多國外買家為其低廉的價格吸引下單，但是之後衍生出來的品質、交期的問題則層出不窮。 國外買家的無奈在於期間的溝通，也深刻體驗到大陸人的商場文化 – 「什麼都沒問題！」(Everything is NO PROBLEM = OK & YES)。等貨到國外倉庫，開箱一看，所有問題就完整呈現了。 其中的語言溝通、消費市場的需求、文化差異 … 等是主要因素。 問題發生後， 解決方案的合理性也是從事國際貿易者所要具備的能力之ㄧ。 這時有些較積極、採購項目繁多、產品屬中低價位的國外買家就會派人來中國大陸探路，設立採購辦事處 (Buying Office)。初期會在香港成立運作子公司，主要以搜尋產品、採購、驗貨為主要業務；慢慢進入大陸本土，如深圳、廣州、廈門、 上海等沿岸城市； 近期內地的興起，因應產業不同的需求，也紛紛設點遍及北京、天津、太原、重慶、成都等重點城市。 但這些採購辦事處 (Buying Office) 的組織運作中， 高階管理人可能是外國總公司直接派遣，但往下的工作很多需要用到大陸的人力，而衍生出採購拿回扣、驗貨拿紅包的弊端。 同時也有一些產品屬中低價位的國外買家，他們並未躁進；但因應貿易環境的改變，為了避免設立採購辦事處的風險，他們也會透過一些第三方驗貨的服務公司 (The 3rd Party Inspection)，替他們把關品質。 當然這類的公司多為大陸人組織運作，衍生出來的弊病也較單純，就是驗貨拿紅包；但犧牲的就是品質了。 最後，就是有一些保守派的國際精品買家，我們稱他們為禮品業「金字塔頂端」的少數買家。 他們在價格彈性有空間的條件下，會把搜尋產品、驗廠、採購、驗貨等業務委外給值得信任的公司，並簽下採購代理的合約，做為外國公司在亞洲的備用團隊 (Backup Team)，為其公司的功能性部門加長了戰線。 本研究從行銷策略、商業模式、服務創新、供應鏈整合等理論出發，結合國際精品採購代理公司Tableware & Home Décor產業，提出了一個新的國際精品採購代理公司的未來的成長機會。 這個成長的機會中建議公司進行客戶、供應商整合及內部人才的培育，有助於公司降低交易成本、更好的服務客戶，提升原有服務品質並提供新的附加服務，增強採購代理的競爭力及績效，並在公司既有的核心能力下創造更多的成長機會。 / After 2000, due to the rise of China's foreign trade, the gift industry also emerged at the international exhibition; many foreign buyers are attracted by its low prices and placed orders, but then derived from the quality, delivery problems are endless. The frustration is that foreign buyers not only during the communication, but also a profound experience to the mainland's mall culture - "Everything is no problem." (NO PROBLEM = OK & YES). But when goods is delivered to foreign warehouses, out of the box and saw all the problems presented to the full. The main factor is the language, communication, consumer markets, cultural differences ... and so on. After the problem occurs, the international trader has the ability to be a problem solver, who should provide the reasonable solution subsequently. At the same time there are also some middle-low-priced driven foreign buyers, they did not rush things; but faced the trade environment changes, in order to avoid the risk of buying offices, they will through some the 3rd Party service company for them to check the quality. Of course, many of these the 3rd Party companies operate by Mainland people, the weaknesses they found are simpler, that is, an inspector get a red envelope when they conduct inspections; but is the quality of the sacrifice. Finally, there are some conservative international boutique buyers; we call them the buyers of the gift industry "pyramid". They have room on price elasticity conditions, they will outsourced a trusted company for products sourcing, audits, procurement, inspection and other services, and signed a contract procurement agency, as its foreign companies in Asia, alternate team (Backup Team), for which the company's functional departments lengthened the front. In this study, starts from marketing strategy, business model, service innovation, supply chain integration theory, combined with international boutique procurement agent Tableware & Home Décor industry, proposed a new international boutique procurement agent's future growth opportunities. The opportunities for growth companies recommended customers, suppliers and internal integration of the nurturing of talents, helps companies reduce transaction costs, has better customer service, improve the quality of existing services and provide new additional services, enhance the competitive procurement agency power and performance, and in the company under the existing core competencies to create more growth opportunities.

企業為有效提高生產效率、降低成本與找尋最佳解決方案，促成專業高效率、有彈性與低成本合作夥伴遍及全球各地的現象。而當前產業趨勢為專業化分工、企業全球化，此情況也使企業、顧客與供應商等合作夥伴形成關係極為複雜的全球化供應鏈網路，但伴隨而來是發生機率大幅提高之供應鏈風險等相關問題。2011年3月日本發生芮氏規模8.9地震，且併發如海嘯等災害造成日本企業減產停工、並出現供應鏈中斷的情況，使蘋果公司產品i-Devices、波音七八七客機、美國汽車廠商都受其影響。2011年7月泰國發生水災，除造成電腦產業硬碟短缺，亦造成相關電腦資訊產業鉅額損失。近年來關於供應鏈風險管理文獻研究也指出，全球化使供應鏈網路錯綜複雜，使供應鏈網路更容易受政治及經濟變化影響而出現混亂、崩潰，進而產生更大的風險。因此對企業而言供應鏈風險管理議題是非常重要的。有鑑於此，本研究將針對「如何有效減低供應鏈風險發生之衝擊」為主要議題進行研究。 本研究使用陳有慶(2013)相互影響關聯之供應鏈風險因子表，且從文獻蒐集相關風險因子之供應鏈風險管理策略，並運用系統動態模擬方法(System Dynamics; SD)建立以SCOR流程模式為整體框架基礎架構的供應鏈風險管理策略評估模擬模式。藉由此模擬模式可評估測試供應鏈風險管理策略對不同風險因子的影響，驗證各策略降低風險的有效性，並觀察不同策略對各風險因子的控制及降低對供應鏈衝擊的效果，最後針對各風險因子策略彙整並分析出對應之最佳風險管理策略。 / To reduce cost, increase productivity enterprises, and find the best solution. Enterprises cooperate with professional efficiency, flexible, and low-cost partners all over the world. Industry specialization, corporate globalization is the current trend of the times. The phenomenon also contributed to the enterprise, customers and suppliers, and other partners to form a highly complex relationship between global supply chain networks, it is accompanied by the occurrence of risk related issues. The earthquake happened on Japan in March 2011, it caused related subsequent disaster also caused Japanese companies cut downtime or the disruption of supply chain situation. In recent years, research on risk management of the supply chain literature also prove that the globalization cause the supply chain network complexity, and it have a greater risk happen because of political and economic environment changes. Therefore this research concentrates on a topic: how to effectively mitigate risk impacts in supply chain. About the topic, the System Dynamics (SD) method and the risk factor framework of supply chains by Chen&Lin (2013) will be used to construct a risk management strategy evaluation simulation model to evaluate the performance of risk management strategies. The risk management strategies will be examined by the proposed simulation model, and the proper strategy for each risk factor will be found. The risk assessment and risk management strategy evaluation simulation model proposed in this research could be as useful tools for managers to assess risks and to select proper risk management strategies in supply chains.

自一九九九年投入大型TFT LCD之生產以來，台灣的TFT LCD產業急速成長為全球僅次於南韓的重要生產地。隨著產業聚落的形成，更引發零組件市場就地取材的驅勢。台灣控制IC廠商挾其研發經驗與半導體產業在產能上的支援下，甫一投入控制市場便造成主要大廠Genesis的嚴重威脅。為迫使台灣廠商安於已無利潤可言之低階產品市場，Genesis針對台灣之晶磊、晶捷、創品以及晨星等四家廠商提起一連串的專利訴訟行動，除於聯邦地院提出民事之侵權告訴，復於美國國際貿易委員會連續提出兩件侵權控訴。 臺灣被告廠商因連續訴訟而疲於奔命，除在業務上因此侵權疑慮而大幅滑落之外，亦有因支付龐大之律師費用而延誤研發投入時程，使其領先地位互易者。究其涉訟之主要原因有二，其一為對專利法制之認識不足，就專利屬地性之限制以及侵權救濟程序之發動要件之認識有所欠缺；其二則為專利部署情形欠佳，不論在數量以及所屬國上均不足以保障其研發成果於他國實施之正當性。 因在TFT LCD產業的下游產品中，美國仍為最重要的市場地，為使業者能避免再蹈覆轍，本文除就控制產業之競爭環境做基本說明外，即以美國之專利法制為主要介紹目標。內容包括專利之申請、維護以及救濟程序之因應策略。希望能有助於相關業者於專利規畫以及侵權爭議因應方式上之考量。