針對台灣企業策略發展的研究重點，學術上經常以產業生命週期、產業結構、產品與市場做為出發加以探討。而本篇研究將會從經營模式的要素來剖析企業如何建構核心能力與競爭優勢，並藉由經營模式的演進，持續強化核心能力及擴大事業範疇，使企業能夠持續成長。此外，本篇研究也將致力探討核心能耐建構與延伸、開放式經營模式間以及兩者間的關係。並期能透過一整合性的分析架構，供企業主在實務之策略制定做為參考及評估方向。 本研究採取的是個案研究方法。個案研究法中對於個案的選擇，並非重其全面性與系統性，而是重在選擇有代表性與對比效果的個案，以獲得較為豐富的個案內涵以供對研究議題之深究。本研究選擇的個案公司基亞生技，係台灣少數成功將新藥發展至臨床試驗三期、具有多個事業體系及國際市場佈局之新興生技公司，作為本研究之個案分析公司。 本研究得到之結論為，企業在成立初期資源不足之條件下，除了利用差異化的定位來改變競爭場域之不利因素外，亦可透過開放式的經營模式擴大公司疆界，借助外部價值網絡提供的資源，以助企業建構策略性資產並提升能耐之價值，並成為產業內重要價值活動之供給者。除此之外，系統性的核心能耐延伸，提供企業取得新能耐與發展新事業的重要基礎，亦使得開放式經營模式的成效加倍。即便企業並未具備龐大的資源或資金，亦可在此模式下與外部組織互補合作，藉由產業價值鏈的接力與分工，同樣具備挑戰大型及國際市場的能力。

近年來M型社會及平價奢華趨勢已成為一個熱門的議題，不論在消費面或是社會面等都造成踴躍的討論，由於財富分眾組成的改變，形成了逐漸改變的消費觀，也帶來了一種新成形的生活形態。在這樣的消費環境之下，M型的行銷模式也儼然成為一種新顯學，「平價奢華」的產品或服務，成為M型社會新形成產業趨勢之最佳範例。而在諸多品牌中，帶起一股「快速時尚(fast fashion)」風潮的西班牙品牌ZARA，帶起了大眾精品(masstige)之熱潮，而經歷了品牌大轉型，強調品牌年輕化，且大膽直營過季折扣店，成功從退流行的媽媽包品牌，翻身成為大受歡迎品牌的COACH，則是以買得起的奢華 (accessible luxury)為主要的策略，因此本研究以此兩個具代表性的品牌作為研究主題。 本研究選擇採用個案研究的方式，以Michael Porter的價值鏈之角度來解構ZARA及COACH在變動環境下，於經營模式(business model)上所做的突破及調整，並在個案分析中，從產業中最細微的各個構面去探討兩個品牌在經營上的創新之舉，及對兩公司在現有資源之掌握及策略運用進行連結，瞭解兩者如何結合自有資源及核心能耐來產生創新的力道。希望藉由這兩個各自往M型兩端移動的品牌之創新模式探究，能更加深入且具體地瞭解到兩個公司的創新經營之道，以提供台灣其他相關業者參考，提升台灣相關產業之競爭力。 / Recently,“M-type society”and the trend of“affordable lux-ury”have been very popular issues and raised many discussions. Due to the change in financial formation in society, it formed the changing concept of consumption and a new lifestyle. In this kind of situation, the philosophy of“M-type society”has been a very significant new contention. Some products or service with the concept of “affordable luxury” has been the best expanple of the industrial trend. Like Spanish brand—Zara, which brought the “fast fa-shion”and “masstige” fetish to the world, is a very outstanding example of it. Also, American luxury brand—Coach, which went through the revitalization of the brand image and emphasized on the image of“affordable luxury”, is a good example as well. Therefore, this research take the two representative brands as the subjects of this study. Case-study research method is used in this study, and the value chain theory from Michael Porter will be the analytical tool to analyze and explain ZARA and COACH’s innovative business model and find out the management meaning in the two cases to provide some useful suggestions for related organizations in Taiwan.

台灣經濟發展對外貿易依存度高，專業貿易商扮演極重要的中介角色，於產銷鏈中媒合供給與需求。然隨著全球貿易自由化、新興市場低成本競爭以及科技進步所帶來之資訊透明化，均對台灣專業貿易商之生存空間造成極大的衝擊與威脅，且台灣專業貿易商一直以來缺乏自有品牌，產品的辨識度也不高，致使其面臨被「去中間化」之危機。 本研究根據過去有關自創品牌關鍵成功因素之文獻整理歸納出六個最重要的項目，分別為：研發設計能力、優異的產品品質、可控制之行銷通路、資金與財務控管、高階主管領導與品牌人才、原有業務（OEM、ODM）與自創品牌之平衡。然過去的研究多半著墨於製造商自創品牌，而較少觸及專業貿易商自創品牌的相關論述，故本研究在分析製造商與專業貿易商的異同之後，將製造商自創品牌關鍵成功因素適用於專業貿易商，並將之所產生的問題做一闡述。 以供應鏈整合理論為基礎，本研究建構專業貿易商自創品牌的經營模型，並基於前述六項自創品牌關鍵成功因素，延伸發展出專業貿易商自創品牌所需具備的條件與關鍵成功因素，分別為：創新研發設計、垂直整合、品質控管、保護競爭知識、市場定位與差異化、可控制之行銷通路、資金與財務控管以及高階管理者帶領品牌行銷人才等八項，並藉由個案訪談之方式，研究分析兩個具代表性的個案，以驗證本研究之論述得以適用於專業貿易商自創品牌之經營模式。 / Trading companies are playing important roles in economic development in Taiwan, especially in matching buyer and seller in supply chains. However, liberalization of trade, advancement of technology, keen competition with emerging countries, and lack of own brand marketing lead trading companies in Taiwan to face the crisis of disintermediation. The research is based on six key success factors of manufacturer’s brand, including research & development ability, product quality, marketing channel, capital and financial management, brand marketing human resources and the balance between OEM/ODM and own brand marketing. We are trying to analyze the differences between manufactures and trading companies, and then apply those key success factors to trading companies. According to the theory of supply chain integration, we develop an own brand business model for trading companies in Taiwan. The six key success factors of own brand are adjusted to eight, which are innovative research & development, vertical integration, quality control, protection of intellectual property right, market positioning and differentiation, marketing channel, capital and financial management and brand marketing human resources. Furthermore, we interview two trading companies which have own brand in order to testify that the own brand business model for trading companies can really take into practice.

台灣農業科技之技術及研發能量在國際上頗負盛名，同時也是目前行政院推動六大新興產業-精緻農業中相當重要的一環，然而應該如何將此具有優勢之農業科技實際落實並轉換成經濟價值就變成是一個相當重要的議題。 台灣在七○年代開始由政府推動整廠輸出之貿易方式，不論是在政策上給予特定協助或是組成專門機構輔導從事從廠輸出之業者，因此，在政府的支持及業者的努力之下，確實為台灣創造了許多的經濟發展成果，並且一直持續到現在，顯見整廠輸出的確是一種可行的交易方式，因此在本論文中將從農業科技的本質、特性以及整體環境等面向來討論農業科技是否是適合採用整廠輸出模式做為交易的方式。 整廠輸出的交易由標的選擇、業務爭取、設計建廠、測試訓練、移交營運等五個連續的階段所構成，每一個階段都包含不同的工作項目、不同的交易標的。整廠輸出是一種交易項目複雜、交易時間長、風險高、帶有強烈整合性質、但相對地能創造更高附加價值的交易方式，而採用這類方式的技術多是較高階或是較為複雜的技術組合，因此做為輸出的一方，需要擁有相當的資源與整合能力才能夠順利完成整個交易。 就農業科技本身而言，多數人對於交易的標的都仍停留在「產品」的階段，而忽略實際上在農業科技應用的過程中所形成或產生之技術、know how、原料、設備資材、半成品等也能夠做為交易的標的，但是因為農業的本質上有其特殊性，因此也會連帶影響到農業科技商品化的選擇，如商品的選擇及組合多元、技術實施可能受限、知識經驗含量深，容易因人而異、保護複雜性高及需考量繁殖特性、悠關生活，安全性要求高、回收期較長等都是在將農業科技商品化過程中需要考量的重要議題。 從整廠輸出執行中呈現出四大特色：複合性交易、經驗之必要、環境之創造與異業之結合來看，整廠輸出的模式實際上可以視為是創造或是維持一個該項技術適合實施與應用的環境，而這樣的特色對於農業科技因其本質在商品化過程中所形成之需求剛好互相呼應，能夠借此更加確保農業科技在應用過程中的成效與價值。因此對於農業科技來說，整廠輸出確實是一種可以做為商品化交易的一種選擇。但是在農業科技進行整廠輸出之前，輸出方也需要就輸入地區對於該技術之接受程度、輸入地區對於該技術之發展限制、保護方式、以及與輸入地區之政策競合等問題進一步了解，以確保該項技術市場之存在，而技術於輸入之後的確有足夠的資源來支持，並能夠獲得適當的保護以避免技術輸出方反而因此失去競爭力，同時也能更了解該輸入區對技術的需求目的以及可能的行銷或合作對象。 除此之外，在本論文中針對目前環境對於農業科技採用整廠輸出模式可能會遭遇到的問題進行討論。由於農業在台灣發展歷史悠久，但絕大多數是透過「產品」交易的方式進行，因此業者對於技術交易的知識與經驗不夠充分，所以在商品化的過程中可能會碰到許多困難無法解決；再者，農業以往多半被視為傳統產業，因此外界的資源、資金、人力等資源也較難主動投入到農業領域，同時再加上業者目前發展的規模都較小，面對整廠輸出這樣複雜而長期的交易過程是否有足夠的能力、資源、彈性去面對也是一項需要克服的問題。 整體而言，台灣所擁有的農業科技技術含含量及know how均有相當高的水準，有能力擔任技術輸出方，而面對食品安全、糧荒議題備受重視、新興市場興起及對技術的需求急切，因此對於農業科技整廠輸出這樣的需求是存在且相當必要的，是以對台灣來說整廠輸出的確是一種可行的交易選擇。 然而，在目前的整體環境之下，若要採用整廠輸出的交易模式仍有一定之挑戰，因此於本論文最後分別對業者及政府提出建議。對業者來說，最重要的是要了解技術與產業之發展，挑選適當的技術做為整廠輸出之核心，並對此技術嚴加保護及掌握，如此才能長久保持競爭力，同時業者也應該更加強對商業化活動的了解與多元人才的引進，強化企業的經營與規模；而對政府而言，最重要的則是建構一個有利於整廠輸出模式執行的環境，包括整廠輸出模式之宣導及推廣，提供業者在執行過程中的實質協助，並協助將分散於學研單及民間業者或個人的技術整合，組成技術組合，同時也應就行政管理層面整合，減少業者在執行整廠輸出過程中因為行政程序或是不同單位之規定而造成時間或資源上的浪費，且應積極透過政策來導農業加速產業化，改變一般人對於農業的觀感，吸納更多的能量與人才進入農業，促進成正向的循環。 / Agriculture technology developments and the research abilities in Taiwan are well known around the world. Nowadays in Taiwan agriculture technology development is one of the most important strategies, so that how to transform the technology into real economic value is becoming a big issue. In this research, we will discuss whether the turnkey project is suitable for agriculture technology or not from several points of view, such as the nature of agriculture technology, the characteristics in its commercialization progress, the outside environments, ect. In 1980’s, governments in Taiwan began to promote the’’ Turnkey Project ’’ model to the industries and gave them assistances in both policy making and consulting institute establishing. These strategies really contributed to the economic development in the following years. So the turnkey project could be a workable and useful business model. The turnkey project business model consists of five phases, including target setting, project bidding, design and construction, testing and training, and transferring the management. Each stage has different tasks and different issues awaited to be accomplished. It’s a complicated, high-risk, and long-term deal. Usually, we will use the turnkey project when having a high-level technology or complicated technology portfolios in one trade. Thus as being the technology supplier, highly integrative ability and lots of resources are requested. When talking about trade in agriculture, it comes out ’’products ’’ in most people’s minds. Actually, there are more than products which could be viewed as the trading subjects, such as the supporting technologies, know how, raw materials, equipments, etc. Therefore, agriculture has many distinctive characteristics when commercializing, and these characteristics will lead to different results. All these characteristics are important issues to deal with. The turnkey Project is a kind of environment creating and preserving. It creates the appropriate environment for the technology to practice. When this model used on agriculture technology, it is just compliance with the distinctive characteristics of agriculture technology. Therefore, turnkey project model could ensure the better results and higher value of agriculture technology. Before choosing turnkey project as the business model, the technology owner or supplier needs to confirm several conditions about the target importing country or area. He has to check whether the acceptance of the technology is high, the developing restriction of the technology is few, the protection of the technology is easy, and the local government policies is supportive, to make sure this agriculture technology can enter, exit here and not to reduce his own competitiveness at the same time. Viewing the world as a market, the demand of agriculture technology is urgent and serious because the food safety and the food shortage issues are becoming more and more critical and the emerging countries are eager to have new and good technologies in developing their own countries. Taiwan’s agriculture technologies are both good at quality and quantity. Therefore, being the technology exporter with the turnkey project model is a great opportunity to Taiwan. However, there are still some challenges now in Taiwan when using turnkey project as the business model. To solve the problems, as the private firms, they have to figure out the development of the industry and the technology, and then find out the core of technologies, set up an appropriate protection and design a proper trading package. Also they need to learn more about business language and logics for better communication with their customers in the future. For the government sections, their missions are to create a friendly environment for the business executing turnkey project.

休閒農業不再是第一級的傳統產業或者第二級的加工產業，已經提升至第三級甚至結合美學、體驗的創意生活產業，傳統的農業經營模式不再符合時代所需。本研究希望透過經濟院工業局與中衛發展中心評選為創意生活事業模範的五家休閒農場，瞭解事業模式創新建立與評估事業模式創新的意義。研究成果，一方面可提供五家個案農場作為未來發展改進的參考，另一方面，可作為一般休閒農場經營人的創新模範。 本研究以飛牛牧場、君達香草健康世界、金雞蛋休閒農場、三富花園農場以及勝洋休閒農場五家休閒農場為研究對象，根據深入訪談與直接觀察分析與評估個案農場的事業模式創新。從創新機會與因素中的環境變項、農場變項、個人變項，瞭解過去農場的發展對其事業模式在核心策略、策略性資源、體驗營造之創新影響，歸納整理兩者之間的因果關係，並找出五家休閒農場事業模式創新異同之處。本研究之研究問題： 一、瞭解休閒農場創新機會與因素為何。 二、瞭解休閒農場事業模式創新的組成要素為何。 三、瞭解創新機會與因素對事業模式創新的影響，兩者關係為何。 四、比較個案農場經營結果，評估事業模式創新是否有創造財富潛力。 個案研究顯示，飛牛牧場、君達香草健康世界、金雞蛋休閒農場、三富花園農場以及勝洋休閒農場之事業模式創新皆與其創新機會和因素息息相關，同時，事業模式創新的確能為休閒農場帶來財富或者創造財富的潛力。

海峽兩岸關係從敵對僵局到近年來炙熱化的開放互動，其中負責兩岸鈔券印製重責大任又同根同源的台灣中央印製廠與中國上海印鈔有限公司、北京印鈔有限公司，卻自1949年徐蚌會戰後隔岸相望迄今。除晚近能在少數國際鈔券會議或展覽中碰面外，雙方鮮少互動，目前仍同。尤其在中斷了62年的漫長歲月中，兩岸印鈔事業在長期分治後，各自的組織發展與經營模式演變有何異同，國內相關研究相當稀少，此乃為本研究的動機與目的。 本研究運用文獻分析法及深度訪談法，藉由兩岸印鈔企業文獻資料的文獻加以比較，其中歷史文獻為相當重要的連結。並透過訪談兩岸相多位關人士及對鈔券有深度研究的學者，佐以相關理論進行研究分析。 經由文獻與訪談分析後，本研究發現兩岸印鈔事業在企業組織、經營模式、企業文化等方面大多不同。透過本研究，可對中國大陸印鈔企業有更多的瞭解，並藉此能更深一層的瞭解中國大陸印鈔事業的運作情形，俾能為兩岸印鈔廠經營提供建議。 / In recent years, the cross-strait relationship between Taiwan (ROC) and China (PROC) has evolved from political hostility and stalemate into intense economic interactions. However, as the legal tender producers of both sides, Taiwan’s Central Engraving and Printing Plant (CEPP) and China Banknote Printing and Minting Corporation (CBPM) are identically rooted while have been isolated from each other since the communist victory in 1949 in the Chinese Civil War. Except a few brief contacts during the international conferences or exhibitions, these two organizations barely have any interactions. To date, there is little study on the comparison between CEPP and CBPM with the focus on their organizational developments and business models, and thus motivates this research project. In this research, literature Analysis and In-depth Interview were used. We reviewed documents regarding CEPP and CBPM, especially by addressing the critical events and commonality between their historical documents. In addition, we interviewed the officials of CBPM who were invited to visit Taiwan and scholars who have profound knowledge in printing banknotes, security documents and government documents. Based on the documents and interviews, we analyze the organizational development and business models of CEPP and CBPM respectively with related theories. Through the analysis of the literature and interviews, this study found that the two sides of banknote printing career in business organization, business model, corporate culture, are mostly different. Through this research, we expect to have better understanding about CBPM and will be able to explain the rationale of its business model and the causality of its rapid organizational development. Consequently, this in-depth understanding should be helpful in providing CEPP with valuable references and suggestions.

近年來，智慧財產議題在西方國家受到極大的重視，然而現在亞洲國家，如日本、韓國以及台灣也開始關注智慧財產權。智慧財產權對於創作人或發明人而言，能夠給予他們一段時間的壟斷或保護，使其取得一定的報酬；對於企業而言，智慧財產權訴訟能夠讓企業擁有持續性的競爭優勢，並保障其在某個市場區段的獲利。因此，小至個人、大至企業、國家，都會因為智慧財產權制度的發達而受益。 除此之外，智慧財產也開始以交易標之姿展現其價值，企業或是獨立專利權人授權其專利或是各項智慧財產以獲取利潤。即使智慧財產之交易日益興盛，但公開透明的交易市場卻遲遲未出現。顯然在智慧財產之商業環境的建構上我們依舊有所闕漏。為了活化無形資產之交易市場，我們必須要發展出一套關於授權策略之理論，才能更有效率地管理各式無形資產。 然而，在多數的文獻當中都將授權行為視為法律議題，而非商業考量。但事實上契約雖然是以法律形式存在，但背後之動機卻是出於企業之商業考量。若單純就法律觀點來探討此議題，恐會造成對於企業授權策略之研究之不足，因此本研究將從管理的觀點出發探討授權策略並釐清其與企業經營模式間之關係。 植基於此，本研究選擇了IC產業中11家績效良好的矽智財供應商作為研究標的，在該領域中授權交易已經行之有年且市場建構完備。並透過訪談相關實務界人士以及蒐集研究標的公司之年報、報章雜誌以及網站資訊等次級資料進行分析，得出目前矽智財供應商主要的經營模式共可分為四類，並逐一解析各種經營模式有何異同。除此之外，更擷取出授權策略之組成亦可分為四個元素，以及分析企業之經營考量如何影響到在各項元素上選擇。 / In decades, intellectual property has got a lot of attention in the Western world. Now Asian countries such as Japan, Korea and Taiwan start to pay attention to this issue. Intellectual property rights grant patentee the exclusive rights for a period to perform his innovations, which can reward himself. For enterprises, intellectual property litigation has become a tool to sustain competitive advantages, and protect the profitability. In this case, the whole society will gain benefit from the intellectual property. In addition, intellectual property has proved itself as an exchange object , firms or individual patentees licensed their patents or other intellectual property to get revenue. Although the transactions has been carries out more and more frequently, the open , transparent exchange market of intangible asset is still not rising. Obviously , we still have to make much effort on improving business environment. In order to active the intangible property market, we must develop the theory of licensing strategy to manage the intangible assets orderly. However, in most of literature, license has been considered as a legal issue, instead of a business one. Contract itself is legal terms, but in fact, licensing strategy origin from firm’s business consideration. So we need to research this issue form managerial perspective to gain more understanding about licensing strategy. On the basis, this study will discuss the issue from managerial perspective, and clarify the between patent licensing strategy and business model. This study selects 11 leading SIP providers as research object, which had built a well-developed licensing market. By interviewing practisers and collecting, analyzing targeted firm’s annual reports, newspapers, website information etc. , the consequence reveals that the business model of SIP providers can be divided into four categories, and figure out the difference between the four ones. In addition, this study extracts four elements that comprise licensing strategy, analyzing how business model affects licensing strategy.

POS端點式收銀機(Point of Sales)產業源自於古老的商業交易行為，廣意的說，從歷史悠久的中國古老的算盤到近代西式的電子計算機，都算是具有簡易計算功能的POS產品，直到數十年前的電子式收銀機(Electronic Cash Register)的問世，促成近期九0年代資訊產業發達後的新產品-端點式收銀機(Point of Sales)的誕生。 台灣POS產業趨隨著台灣近年來資訊產業的蓬勃發展，建構出一個特殊而完整發展的產業市場供應鏈。縱然台灣的資訊產業對全球資訊產業有著顯著的貢獻與不可取代的地位，但也是因為台灣市場過於狹隘，加上國際行銷能力明顯不足的情況之下，造成台灣的資訊產業沉淪為以低毛利的代工族群。相對地透過台灣資訊產業的完整上下游之供應鏈，孕育出一個適合POS產業發展的特殊大環境。全球POS的相關硬體與周邊設備，多數都是台灣的廠商所設計與製造，再以不同的品牌行銷於全球的POS市場。 本論文就台灣工業電腦的產業的現況論述，說明工業電腦諸多不同的應用面，與台灣POS產業的主要經營模式；並以淺顯的方式闡述POS產品間的差異，和台灣POS廠商之所以能於全球POS市場的成功關鍵因素；再進一步論述本論文的研究主旨-台灣POS產業經營模式之比較。從三種完全不同之經營模式(1)代工族群OEM/ODM、(2)白牌/貼牌族群(Private Label)、(3)自我品牌族群(Own Brand)，來剖析因經營模式間的差異，而形成企業的核心競爭力、經營策略與組織架構間顯著的差異。 第二階段以個人十多年歷經三個不同經營模式的台灣POS企業，以企業個案訪談的個案研究方法，分別陳述此三種不同經營模式之企業的經營策略，與其現今所遭遇的營運重大問題；接著運用SWOT的方式嘗試剖析此三家企業內部與外部之優劣勢，另以麥可·波特的五力分析方法，來提出台灣POS企業經營模式轉變的建議。 終章依據個人於台灣POS產業服務十多年之實際經驗，大膽提出對全球POS未來產品的發展新趨勢，提出創新的見解與想法，涵蓋POS的硬體未來發展的趨勢、與未來POS軟體的開發應用新趨勢，到POS通路的創新式-服務新模式等見解。期許個人的論文研究能為台灣POS產業，提供一個專業的建議與實質可行之作法，以降低台灣POS企業於產業發展上經營管理之風險，更期盼個人推估未來POS的研究成果，能實際印證在台灣未來POS產業的發展中。 / Point of sale (POS) is the place where a retail transaction is completed. It is the point at which a customer makes a payment to a merchant in exchange for goods or services. At the point of sale the merchant would use any of a range of possible methods to calculate the amount owing - from the ancient Chinese abacus to the modern calculater. POS products are derived from the ancient commercial transaction with different computing functions. The merchant will usually provide hardware and options for use by the customer to make payment - such as POS terminal. The POS can be customized by the retail industry as different industries have different needs. The modern point of sale will also include advanced functionalities to cater to different verticals, such as inventory, CRM, financials, warehousing, and so on, all built into the POS software. A few decades ago, the invention of the Electronic Cash Register, which contributed to the technology industry and gradually developed a new product - endpoints style cash register (Point of Sales) in 90s. Taiwan POS industry trend with the vigorous development of technology industry in recent years, which constructs a special industrial market supply chain. The POS related hardware and peripherals, most of them designed by Taiwan manufacturers but using different brands selling in the international market. Taiwan's technology industry has a significant contribution to the global information industry in an unreplaceable position. Although the Taiwan IT industry bred a special large and suitable environment for the POS industry development in supply chain, due to the local market is narrow, as well as the international marketing capacity is obviously insufficient, resulting in Taiwan's information industry sinking to the low margin OEM working ethnic groups. This thesis discourses on the current situation of Taiwan’s industrial computer applications, the main business model with the POS industry in Taiwan; and elaborates the difference of the POS products, and factors how Taiwan POS manufacturers can be successful. The further exposition is to analyze Taiwan POS industry business model by comparison from three completely different business model (1)OEM / ODM, (2)Private Label (3)Own Brand. The main theme of research is to analyze the difference among business models, and the formation of the enterprise's core competitiveness, significant differences between business strategy and organizational structure. In chapter four, based on personal working experience form three different POS enterprise business, I use case interviews to observe and analyze the different operating modes for case study. This essay illustrates these three different business models by their business strategy, and the major operating issues encountered today. With using the SWOT analysis method to parse the “Strengths, Weaknesses, Opportunities, and Threats” of the three companies internal as well as external level, to reveal both of advantages and disadvantages. The next step is using Michael • Porter's five forces analysis method, proposed recommendations for Taiwan POS business paradigm shift. As to the final chapter, based on over 10 years of personal practical experience in Taiwan POS industry, I boldly propose the development of a new trend in global POS products, insights and ideas to come up with innovative, covering the trend of the future development of POS hardware and software for the future development innovative application. Meanwhile, to explore the insights for the trend of POS channel – a new service mode. My expectation for the thesis is to provide professional advice and substance feasible approaches, so to reduce the risks of operating the POS companies management for the industrial development in Taiwan. I look forward to seeing that the future POS research can actually be confirmed in Taiwan's POS industry future development.

2008 年擁有158 年歷史的美國投資銀行，雷曼兄弟控股公司( Lehman Brothers Holdings Inc. )的破產，掀起全球性的金融風暴，進而促使全球經濟同時性大衰退。 曾經是美國、甚至全球最大的企業的通用汽車也蒙受嚴重波及，而宣告破產重整。 百年歷史的GM 公司的倒閉，使得『企業規模越大，越不會倒閉』的傳統觀念破滅 了！根據統計，一般企業的壽命，約在30 年，而世界上仍有許多維繫超過百年甚至 更久遠的企業。促使那些擁有百年歷史的企業，永續經營特質是什麼? 回顧1990 年，普拉哈(C.K. Prahalad) 和蓋瑞‧哈默爾 (Gary Hamel) 於「哈佛商 業評論」上發表了企業核心競爭力（Core Competence）模型的論文以及唐納．薩 爾 (Donald N. Sull) (2003) 在「成功不墜」所闡述企業永續經營模型。還有，日本 京都大學經濟學研究所的末松千尋教授於2002 年提出京都企業經營模式研究論 述。三者構成本論文研究的理論模型基礎架構。藉由NEC 的個案，以質化個案研究 的方式，對照這個模型架構，探討NEC 公司永續經營的特質，印證本理論架構基礎 的實用性與完整性。研究成果將可提供國內企業，邁向國際化、全球化、永續經營 上策略思考之參考。 本研究從NEC 個案中獲得企業永續經營準則、永續成功經營模式為： 一、 擬訂企業策略發展意圖，建構企業願景。 二、 藉由不斷創新，建構企業核心競爭能力。 三、 認識企業存在的意義，重視顧客滿意。 四、 建立開放平台，與供應商的水平分工。 五、 隨著經營環境變遷，勇於適時變革。 關鍵字：永續經營特質，企業核心競爭力，企業經營模式，成功經營模式 / A 158- year-old firm, the 4th largest investment bank in the USA, Lehman Brothers Holdings Inc. announced its bankruptcy in 2008.Rapidly stirred up a global financial credit crisis and became to a worldwide economic recession concurrently. The ever being biggest company in the USA and even in the world, General Motors Corporation was engulfed seriously and finally also sank into bankruptcy protection by the economic recession. Even having hundred years history company like GM Corp. was forced to reorganize by bankruptcy protection. The traditional concept, 「The larger of the scale of a company the less possibilty of the company will collapse」,was ruined！According to some statistics a company can last for about 30 years for average. But there are still many firms lasting for more than hundred years in the world. What is sustainable managerial essence of those firms? Let us review their theses of core compentence of the corporation in the article of Harvard Business Review in 1990 by Mr. C.K. Prahalad and Mr. Gary Hamel. and the theses of company`s sustainable managerial model in the book of「Revival of the Fittest」in 2003 by Mr. Donald N. Sull. Also let us review the theses of 「Kyo-siki strategic business model」in 2002 by Mr. Chihiro Suematsu, Professor of Kyoto University Graduate School of Economics. These three above expounding form the basic model of theory of this research. By the case study of NEC Corporation, taking antithesis of these expounding, a case study of qualitative research oriented, tries to find sustainable managerial essence of NEC and to prove the practicality and the completeness of the basic model of theory of this research. The research thesis is trying to offer some strategic references to the company in Taiwan during creating its sustainable managerial essence for company on the way of internationalization and globalization of company. From this research of NEC case study it has found some conclusions about company`s sustainable managerial priceples or company`s sustainable successful business model as the followings： 1. Implementing strategic intents and setting up visions for the company. 2. Building core competencies for the company by constant innovations. 3. Realizing the meanings of company`s existence and taking customer satisfaction as the first priority. 4. Constructting an open platforms for business collateral integration with vendors and partners. 5. Being brave in timly transfoming for the company fitting changes of the business environment. Key Words：sustainable managerial essence，core competence，managerial model，sustainable successful business model

根據Morgan Stanley 「The Mobile Internet Report 2009」 提及於2000年開始的Desktop internet世代(以下統一稱為PC Internet），擁有10億以上的單位，將會進展到2010年的Mobile internet世代，並快速成長到 100億以上的單位；同時在行動裝置中最重要的智慧型手機出貨量可能在2011年於北美地區超越功能性手機，達到9,300萬支，亦可能在2012年於全球地區超越個人電腦出貨量，達到5億支。根據Pew研究中心日前公開的調查顯示，目前美國已經有超過40％的成人已開始使用智慧型手機上網來瀏覽網路、收發電子郵件、使用即時訊息等服務。 智慧型手機使用者具備Anytime、Anywhere、Always Online的特性，而且啟動GPS功能，因此可以精準掌握到使用者的個人化資料及地理位置及生活習慣，將會改變人與人之間互動模式，進而影響行銷及品牌溝通的方式。而在智慧型手機上的行動廣告，已成為新焦點。預估在未來2至5年間，將看到行動廣告佔整體廣告比例越來越增加，甚至將取代個人電腦，成為最大的行銷通路。 Google 及Apple 當然都看到這樣的趨勢，二大陣營都不約而同積極展開在行動廣告的布局。本研究將會探討並預測：在全球PC端高達69.7%（Strategy Analytics 2010 Q2）搜尋引擎占有率，而且在全球關鍵字廣告總量占65%的Google，以完全「開放而分享」的態度持續推動Android作業系統，逐漸提高在智慧型手機的市占率，進而達成「Android Everywhere」的目的，並購併最大的行動廣告平台AdMob，將以何種模式來引領行動廣告的發展。 另一方面，在全球已經擁有將近一億支行動終端裝置（含iPod Touch，iPhone，iPad），22萬個應用程式，累積40億次的下載次數的Apple，如何以「only for Apple」而採封閉式模式的iOS作業系統，但已發展出獨樹一格的Apple app經濟體系，以及非常高忠誠度的品牌認同，並於最近推出將Google AdSense、AdMob排除在外的iAd平台，又將會以何種模式來爭奪這一塊日漸成長的行動廣告大餅。 本研究歸納出以下結論：開放式經營模式有不同程度的型態，以及不同的外部合作架構，企業將根據本身的短期策略或是長期的策略，而選擇不同程度的開放式/封閉式經營模式，而達到最大效益。並將會從開放式、封閉式創新、經營模式、合作架構及行動廣告產業眾多構面來探討Google 及Apple二大陣營的差異性，而在這差異性上將以不同的策略而發展出不同的行動廣告經營模式。