任何新興科技的演進有其發展軌跡，從一個主導性技術的產生、設計配置、技術體制結構、到技術典範的形塑，當新技術和舊有的科技典範產生斷裂的現象，主導性技術的演化與移轉將對廠商既有資源基礎的價值產生侵蝕性的影響，而由於技術存在於互補性資產更為廣泛的系統之中，因而支援性或是互補性資產的價值，亦隨之產生變化，並對廠商交易統轄結構產生結構性的影響。 本研究針試圖以行動通訊產業為樣本產業，透過不同價值組態的領導廠商個案研究，了解廠商在面對技術典範移轉的產業重大轉折時，如何立足於既有的資源基礎之上，選擇不同的交易統轄結構與機制，兼顧能耐維繫與降低交易成本，強化其競爭力、形塑新的產業形貌。易言之，本研究探索的主題有二：一是探討廠商資源基礎與交易特性對交易統轄機制選擇的影響；二是描繪廠商交易統轄機制選擇對產業價值鏈構形的影響。研究結果發現如下： 垂直整合統轄結構有利技術典範移轉時技術與服務的創新，然而舊有的技術典範可能使得既有廠商產生組織或互補性資產的僵固性(stickiness)，不利廠商轉型。價值網絡型態之技術前沿廠商廠商藉由領先技術的專利權維繫其資源獨特性與專屬性，採取準垂直整合交易統轄模式，因而得以具備垂直整合的效率，同時維持組織與互補性資產的彈性。 價值鏈型態之技術前沿廠商採取雙邊支配模式，與上游關鍵性合作夥伴共同持續投入專質型資產，從價值創造、利潤最大化著眼，促成雙方穩定而長期的交易關係。而在既有的技術典範中，隨著技術成熟與產品介面標準化，環境不確定性降低，投資專屬資產營造保護的成本亦隨之下降，市場統轄模式通常較具有效率，並鼓勵外部廠商投資專質性資產與建立廠商間競爭機制，可有效降低廠商行為的不確定性所產生的交易成本。 技術跟隨型價值鏈型態廠商所銷售的產品多為市場主流，難以差異化，競爭關鍵在於效率最大化，垂直整合並不一定可以創造競爭優勢，反之，隨著專業分工廠商競爭力的提升，垂直分工可有效降低交易成本。同時，技術跟隨型廠商資源外溢隔離機制的設計難度較高，因而採取核心價值活動內部化搭配市場支配並行之統轄機制。市場支配可降低標準產品的交易成本，以強化廠商的價格競爭力。 價值店型態廠商，解決顧客問題為其主要價值。技術前沿的價值店型態廠商為了促成新的技術典範的形塑，除了提供新的技術和配套的技術解決方案之外，並且關照新興價值鏈環節的缺口，運用其資源基礎延伸價值活動，提供中介平台，以三邊支配的統轄模式，降低廠商特用性資產的投入與環境不確定性，加速產業創新。 關鍵字：價值鏈、價值店、價值網絡、資源基礎觀點、交易成本理論

近年由於全球氣候變遷影響及台灣不斷發生有關黑心產品的負面新聞，國人在食衣住行上愈加重視自身健康，而在穿著上，吾人可以察覺許多成衣通路品牌開始主打訴求健康材質的紡織商品，在有機紡織品方興未艾的情況下，有機棉由於較其他有機材質，如蠶絲、竹纖等在成本上更便宜且市場接受度高，諸如Nike、Zara、Muji等品牌產品系內皆可看到有機棉的身影，然而，若論及100%有機棉的紡織品，受限於有機認證的製程，導致現有產品設計感不足；款式與顏色相較於一般成衣製品更加單一。從消費面角度切入，多數品牌業者多著重於婦幼市場，近年則可窺見有廠商著眼於其他利基市場，而這波倡導健康自然的風潮中，同時也吸引許多有志於加強流行元素且改變產業現狀的創業者投入有機棉服飾產業鏈中。本研究的產生，是致力於提供具備小資本額且欲進入有機棉服飾價值活動的新創業者關於有機棉價值鏈的現況與後續策略建議，故在研究方法上第一階段會以質化訪談出發，釐清有機棉服飾產業外部環境與在個別價值鏈關鍵成功因素，配合個案公司新創品牌的內部資源，相互映證後釐清個案公司新創品牌的產業進入策略與後續營運策略。而本研究透過上述整體評估後，認為網路通路端較適合新創品牌，因此在後續研究方法的第二階段的消費屬性量化研究將會根據質化基礎深入研究消費者網購服飾行為，為新創品牌分析進入有機棉服飾網購產業的有效行銷策略。

教科書是教師教學活動的主要媒介，是學生獲得知識的主要來源，它負有傳遞知識與社會價值的任務，在內容編輯上要符合理想的教育思想，配合社會時代的發展，更須適應學生不同成長及知識學習的需要，因此占有十分重要的地位。然而在教學現場及學生的學習歷程中，除了教科書，還包含習作、學習單、教學指引、教學活動、教具、數位媒體、實驗、補充材料和延伸閱讀等，這些伴隨著教科書主體的產物，形成了教科書的產業。 台灣的中小學教科書原為統編制，自民國78年開放國中藝能科教科書予民間編輯、出版，至民國85年國小學科教科書開放，當時投入民編教科書的出版業者達14家，投入後才發現要進入市場的門檻甚高，內容須不斷與時俱進，加上印刷、發行、物流、運送、尊重著作權等要素，已非過去全數利用政府資源來編輯、發行的狀況。加上台灣少子化嚴重，物價上揚，書價無法由業者自主，教科書的產業處於極微利的狀況，出版業者要永續發展是一個很重要的課題。 本研究將以資源基礎理論（Resource-Base Theory, RBT）來探討企業多角化策略的成效，以K文教事業為例，討論的問題如下三點： 一、台灣教科書產業的發展過程與演進 二、台灣總體環境，如政策、少子化等因素對教科書產業經營之影響 三、教科書產業如何運用既有的資源進行多角化策略成功與失敗因素分析 本論文採用個案研究方法，透過相關文獻回顧，以Amit & Livnat（1988）針對多角化策略經營的觀點，著重在既有資源能力的延伸、新能力的建構、產品線擴充來研究；再以Grant（1991）提出的資源基礎觀點，從企業擁有的資源與能力去做探討，包括公司的研發力、採購力、生產力、行銷力等方面來說明及印證。 本研究發現，企業在進行多角化策略投資評估時，若能更具體分析出企業本身既有的能力，並與多角化策略發展有更多正面的關連，則成功的機會越大，反之則越小；最後從營收的成長來判斷其經營的效益。 / Textbooks are a major media to teaching, a main source for students to gain knowledge. They bear the responsibility to pass on knowledge and social values. The contents not only need to reflect ideal educational philosophies and social era developments, but also adapt to different growing and learning needs of the students. Their importance is without question. However, other thank textbooks, exercise books, worksheets, handbooks, teaching activities, teaching tools, digital medias, lab activities, supplementary materials, and extended readings are also part of classroom teaching and student learning progress. These ancillaries, together with the main body—textbooks, comprise the textbook industry. In the past, elementary and junior high school textbooks in Taiwan were unified and published by the government. Until 1989, textbooks of non-academic subjects were opened to private publishers for editing and publishing and in the year of 1996 elementary academic textbooks. Fourteen private publishers entered the business at that time. Not until later, they realized how high the threshold is to enter the business. The contents must keep up with social realities, not to mention other important elements such as printing, publishing, logistics, shipping and copy rights, etc. which could no longer rely on the total support and resources of the government. In addition, the exacerbating low birth rate and price inflation problems in Taiwan prohibit the publishers from setting textbook prices. As a result, the textbook industry is caught in low marginal profits. Therefore, sustainable development of publishers is an important topic to be discussed. This study uses Resource-Based Theory (RBT) to investigate the effectiveness of diversification strategy with K Educational Publishing Group as an example. The following three areas are explored: 1.The developments and evolutions of the textbook industry in Taiwan. 2.The effects of macro-environment factors, such as government policies and low birth rate on Taiwan textbook industry. 3.The analysis on successful and unsuccessful factors of using existing resources for diversification strategy by the textbook industry. This research utilizes case study method. Through literature review, the diversification strategy management perspective by Amit & Livnat (1988) is used in the study with the focuses on the extension of existing resources and skills, constructing new abilities and expanding product lines. In addition, this study also employs resource-based perspective proposed by Grant (1991) to explore the resources and abilities of the enterprise, such as the company’s research and development, purchasing, and marketing abilities as explanations and validations. The results indicate that if the enterprise could objectively analyze its existing abilities when engaging in diversification strategy investment evaluations and have more positive connections with diversification strategy developments, it will have greater chance to success, otherwise smaller. Lastly, revenue growths can be used to evaluate management effectiveness of the enterprise.

國際貿易對臺灣經濟有著舉足輕重的影響力，然而隨著貿易商競爭越發激烈以及去中間化之議題逐漸興起，臺灣的貿易商為了提升競爭力逐漸轉型，使自身企業之價值更加提升。貿易商轉型後之角色，以銷售代理商為被學者探討最多之主題，研究者認為採購的角色也是交易不容忽視的另一方，因此本研究以國際採購代理商為研究主題，探討採購代理商如何保有競爭力，吸引客戶與其合作，以及如何在與客戶合作時發揮中間商之功能與價值。 　　本研究之研究問題為：「哪些因素會影響國際採購代理商與客戶合作之內容?」，經過文獻探討及研究者之採購經驗歸納，本研究整理出五類因素影響採購代理商與客戶之合作內容：(1)外國客戶之合作動機；(2)外國客戶之策略與資源；(3)採購代理商之策略與資源；(4)採購代理商與外國客戶之合作成果；(5)採購代理商與外國客戶之合作關係。本研究以個案研究法進行研究，並搜尋次級資料及實際訪問採購代理商與採購協會來進行個案分析及整理，進而提出結論與建議，期望本研究結果對於採購代理商之業者及欲轉型為採購代理商之業者具參考價值。 　　透過資料蒐集及個案訪談之結果，本研究之研究結果支持研究初期所設計之研究架構。外國客戶之合作動機、外國客戶之策略與資源與採購代理商之策略與資源會影響雙方之合作內容與方式，合作之結果有可能是好的或不好的，也有糾紛發生的情形，這些合作結果會影響雙方之合作關係，而關係的強化、弱化會影響下次的合作內容，或是產生停止合作的結果。本研究依據研究發現，整理五類因素之內容，以供業者參考。本研究建議業者須發展企業自身之獨特核心資源，並建立與客戶及供應商夥伴關係，以持續保有自身之競爭力。 / International trade has decisive influences over Taiwan’s economy. As competition between traders has become more intense, and companies are taking consideration about disintermediation, Taiwan’s traders need to transform themselves to enhance their values and strengths for competiveness. Sales agents are the most popular role for this kind of research topic; however, the author thinks purchasing agents are also important. This research aims at studying how international purchasing agents remains their competitiveness to attract their clients and display their functions and values as middlemen. The research question is “How purchasing agents cooperate with their clients?” According literature review and purchasing experience from the author, the research summarizes five cooperation influential factors between purchasing agents and clients: (1) incentives for clients working with purchasing agents, (2) strategies and resources of clients, (3) strategies and resources of purchasing agents, (4) results of cooperation between purchasing agents and clients, and (5) relations between purchasing agents and clients. The research used case study method with collecting information and visiting target companies and institute to analyze and organize summery along with suggestion. The purpose of the research is giving valuable reference for purchasing agents and those who will become purchasing agents. After analyzing related information and visiting target companies and institute, the result of the research supports the research framework. Incentives for clients working with purchasing agents, strategies and resources of clients and strategies and resources of purchasing agents influence ways and contents of cooperation between two parties. Results of cooperation may be positive or negative, and even disputes can occur between two parties. These results will strengthen, weaken or even end cooperative relationship between purchasing agents and clients. According to research findings, the author summarizes contents of five cooperative influential factors between purchasing agents and clients for reference. The research suggests purchasing agents should develop their core resources and built up relations with clients and suppliers for maintaining their competitiveness.

從1G、2G到3G，行動通訊技術快速發展，以往單純的語音通訊服務，逐漸演變至資料傳輸、多媒體應用，行動服務日趨多元，「內容」在行動通訊服務中所扮演的角色愈加重要。是故，電信業者無不積極發展內容相關商品。然而，這類產品的開發往往牽涉到不同領域的專業（如美工、音樂、文化創意、科技、社會、政治等），因此，吾人可以預期這些廠商勢必需要藉用大量的外部資源才能適時地推出內容商品。 在目前的行動內容服務當中，由於手機鈴聲能彰顯與眾不同的個人特色，且越來越多手機支援播放數位音樂的功能，因此，行動音樂一直以來都是最受消費者歡迎的行動加值服務，也是各家電信業者除了語音通訊之外最大的營收來源之一。然而，過去的研究重點往往著重在電信產業相關業者發展策略、關鍵成功因素等策略層面的探討，對於行動加值服務新產品開發實務歷程的研究則較少著墨。故本研究針對我國電信業者行動加值服務的「新產品發展」進行研究，以行動音樂商品為例，試圖以較為整體性的架構，探討其新產品發展之相關議題，期能對於「外部導向的產品創新管理」方面，提供一些實務上與學理上的貢獻。 本研究之研究問題有四：1.我國電信業者發展行動加值服務的策略性資源為何？2.我國電信業者在行動加值服務發展過程當中的價值網絡為何？3.我國電信業者開發行動加值服務過程中，運用內外部資源的機制為何？4.我國電信業者行動加值服務的新產品策略與開發流程為何？ 透過深度訪談電信業者，並配合相關次級資料蒐集與整理，進行彙整及分析之後，本研究獲得以下之主要結論：1.就策略性資源而言，電信業者掌握行動音樂服務之通路。2.電信業者建構之策略性資源與原有資源具有相關性。3.就新產品發展策略而言，行動音樂發展重點仍在於「強化現有行動用戶忠誠度」。4.電信業者委外動機與型態會影響其新產品發展。 / From 1G, 2G to 3G, the technology of telecommunication developed rapidly. The voice communication service gradually evolved towards the data transmission and the multimedia application and the mobile content services become much more important and diversified than before. Accordingly, tele-operators develop content products actively. However, the development of these products involves with many kinds of knowledge, such as fine art, music, programming, etc. Thus, we would expect that the enterprises have to utilize external resources to develop products timely. Because many cell phones provide functions of digital music and ring tones can show forth users’ characteristics, therefore, the mobile music becomes one of the most popular service product. However, most of the past studies focused on strategy rather than new product development. Thus, we focus on the new product development of mobile value-added services in the research. The study aims to investigate the questions: 1. What are the strategic resources for developing mobile value-added services? 2. What is the value network to develop mobile value-added services? 3. What is the mechanism of utilizing external resources in the process of new product development? 4. What are the new product strategy and process of developing mobile value-added services? The study takes mobile music as an example to explore how tele-operators can accumulate enterprise resources and better utilize external resources for developing value-added services. This study applies the deep interview method of qualitative research and secondary data analysis to study tele-operators in Taiwan. The preliminary research findings include: 1.The major marketing purpose of tele-operators’ developing mobile music is to reinforce the loyalty of existing customers. 2. What tele-operators dominate in the mobile music business is the channel. 3. The new strategic resources which the tele-operators build in the mobile music business is highly related to those existed before. 4. What motivates tele-operators to outsource will affect their ways of new product development.

TFT-LCD產業被譽為臺灣「第二半導體產業」，在國人的努力下，2006年台灣大尺寸TFT-LCD的出貨量和產值，均已躍居世界第1位。由於該產業處於變化快速的競爭環境，如何找出企業的核心資源與核心能力，考慮企業資源基礎的發展問題，協助管理者制定出最適之競爭策略，讓企業能在競爭環境中持續成長與發展等，都是重要且值得探討的課題。 本研究採定性的個案研究法，以台灣2006年大尺寸TFT-LCD產業產量前3名之領導廠商（友達光電、奇美電子、中華映管）為個案研究對象，深度探討其核心資源、核心能力、競爭策略、競爭優勢等項目之內涵及其關連性。經由現有的TFT-LCD相關資料、資源基礎理論等文獻歸納，以及個案研究的分析，本研究主要的發現如次： 一、台灣TFT-LCD企業所擁有的核心資源係來自公司所擁有的獨特的異質性資源組合，其最重要核心資源是無形資源，最重要核心能力是組織能力，主要的競爭策略為是成本領導（或集中）策略，最主要的企業競爭優勢為組織能力。 二、台灣TFT-LCD企業都是獨特異質性資源的組合，以致於每一個企業均具有不同於其他對手的表現。 三、臺灣TFT-LCD 企業的核心資源、核心能力和競爭策略、競爭優勢間，具有相關性：企業的核心資源和核心能力是制定和執行競爭策略的基礎；企業競爭優勢的來源為核心資源和核心能力，且最主要來源是核心能力；當企業有利潤時，將持續發展公司資源及能力，以維持企業持久性競爭優勢。 / The TFT-LCD industry is known as the “second semi-conductor industry” of Taiwan, where, thanks to joint efforts of local talents, in 2006 both the shipment volume and the output value of Taiwan’s large-size TFT-LCD became No. 1 in the world. Because the industry is situated in a competitive environment that changes drastically, there exist several important issues that deserve further study, including how to identify core resources and core competences of the companies, consider development of enterprise resource bases, help management formulate the most adequate competitive strategies, and allow companies to continuously grow and develop in the competitive environment. This study adopts the qualitative case study method, where it uses three leading manufacturers that have the largest production output in Taiwan’s large-size TFT-LCD industry in 2006 (AU Optronics, Chi Mei Optoelectronics, and Chunghwa Picture Tubes, LTD.) as the subjects of this case study to conduct in-depth research on contents of and correlation among their core resources, core competences, competitive strategies, and competitive advantages. By induction from reference materials such as existing TFT-LCD-related data and the resource-based theory, as well as case study and analysis, this study presents main findings as follows: 1. The core resources owned by Taiwan’s TFT-LCD manufacturers come from combinations of unique heterogeneous resources owned by the companies, where their most important resource is intangible resource, their most important core competence is organization capability, their main competitive strategy is the cost leadership (or concentration) strategy, and their main corporate competitive advantage is organization capability. 2. Every TFT-LCD manufacturer in Taiwan is a combination of unique heterogeneous resources, so that each company performs differently from its competitors. 3. Correlation can be found in core resources, core competences, competitive strategies, and competitive advantages of Taiwan’s TFT-LCD manufacturers: core resources and core competences of the companies are the basis of formulation and execution of competitive strategies; corporate competitive advantages result from core resources and core competences, and the main resource is core competence; when a company makes profits, it is going to continuously develop company resources and competences, in order to maintain corporate sustainable competitive advantages.

自從網際網路與影音服務的匯流出現以後，透過寬頻網路來傳輸影音內容的寬頻影音網站也隨之出現，本研究所定義的寬頻影音匯聚網站指的乃是以入口網站形式呈現的影音網站，其功能為收集各個類別的影音內容，並透過收集大量的影音內容，以提供用戶完整且多樣化的影音娛樂服務。 目前包括電信公司、網路公司、掌握娛樂內容的電視台等不同產業領域的業者都紛紛投入寬頻影音市場中，導致寬頻影音產業內的競爭越來越激烈，自2004年開始，台灣寬頻影音市場更發生一系列的併購行為，許多業者也開始提供影音部落格、線上下載電影等多元的加值性服務以尋求競爭上的優勢。由於在數位化匯流的趨勢之下，產業競爭環境的不確定性也隨之增加，就資源基礎理論的角度來看，企業的經營乃是持久而執著的努力，唯有不斷的累積資源，才能形成不敗的競爭優勢，因此，本研究透過資源基礎觀點來檢視企業所擁有的核心資源，瞭解目前寬頻影音匯聚網站所擁有的核心資源為何，這些核心資源給予寬頻影音匯聚網站哪些競爭上的利基，以及寬頻影音匯聚網站應如何在市場之中發展或拓展其核心資源以形成競爭上的優勢。 在上述的問題意識下，本研究運用文獻分析法與深度訪談法探索台灣寬頻影音產業之生態與產業環境，找出目前寬頻影音匯聚網站之核心資源與其資源特性，並配合市場面、通道面、網絡面、鏈局面與消費面這五個市場競爭構面的考量，以瞭解寬頻影音匯聚網站在市場中如何增強或拓展其核心資源以形成或維持其競爭優勢。 在結合文獻分析與寬頻影音業者的訪談結果後，本研究除了針對各研究案例業者給予實務建議外，研究結論認為寬頻影音匯聚網站的核心資源為相互組合的概念，市場領導者的共有特質便是掌握了「頻寬」、「內容」、「技術」、「資金」與「財務管理能力」等重要性資源，各業者在經營上都十分注重於「品牌名聲」、「影音壓縮與串流處理能力」與「團隊與業務運作能力」等資源與能力的培養，未來各業者可再進一步加強「人際網絡的連結與整合能力」與「行銷經驗與能力」這兩方面的資源，以增加自身在市場上的競爭力。 / Websites used to deliver audio or video services through broadband are getting popular due to the convergence of internet and audio/video services. The definition of video aggregated webcasters in this research is the broadband audio/video streaming website that is presented by portal site. Its function includes collection of all sorts of different audio/video contents and provides their consumers more diversified and completed audio/video services. Recently the webcasting industry has become very competitive since there are more and more investors from all different industries investing in this market, including telecommunication and internet company, and some entertainment leading television stations. Since 2004, a series of merger and amalgamation started to rise in webcasting market in Taiwan. In order to build up more competitive advantages, some operators have also started to introduce video blogs and some other valued-added services such as providing users to download online movies. Because of the digital convergence, the uncertainty of this competitive environment has relatively increased. From the resource-based theory's point of view, making durable and constant effort is the most important principle the enterprise operations follow. The only way to maintain extremely strong competitive advantages is to acquire and accumulate resources continuously. Thus, this research examines enterprises’ core resources according to resource-based theory and identifies what kind of core resources the video aggregated webcasters has so far, what these core resources can offer these webcasters in terms of competitive advantages, and how to further develop the core resources in order to gain more market shares within this industry. In order to discuss above-mentioned concerns, this research applies document analysis and in-depth interview to explore the webcasting industry in Taiwan and discover the core resources and its characteristics for video aggregated webcasters nowadays. In addition, this research discusses how video aggregated webcasters can enhance or further improve its core resources in order to build up it’s competitive advantages in 5 different competition aspects of market structure, route, network, chain and consumption. After combining document analysis and in-depth interview, apart from providing some practical recommendations based on the researched cases, this research demonstrates that combination concept is the core resource of video aggregated webcasters. The common characteristics for the market leaders are highly skilled at some significant resources such as bandwidth, content, technique, capital and financial management capability. Lots of enterprises tend to emphasis on promoting their brands and reputations, audio/video compression and streaming capability and team and business executive capability. In the future, the operators can improve their interpersonal network and marketing experience and competence in order to advance their competitive advantages in the market.

代理商是許多國外廠商在初入陌生的海外市場時，最常使用的低涉入模式之一，其代表國外原廠在當地市場執行產品銷售的相關業務，並服務當地客戶，扮演國外原廠與當地客戶之間橋樑的角色。但是代理商也常被視為是國外原廠在進入當地市場時暫時或次要的工具，一旦當地市場逐漸成長，國外原廠就會收回代理權自行經營；當地市場太小，代理商又面臨自身經營的困境，所以代理商常面臨生存的兩難。加上一般代理商不涉及製造活動，需仰賴國外原廠提供產品，一旦當國外原廠取消代理關係，往往造成代理商因失去產品來源而遭受重大損失。 本研究從代理商的角度，探討代理商如何避免被國外原廠取消代理權，以及 代理商即使面對被國外原廠取消代理權，其仍舊可以繼續生存的策略作為。本研究以交易成本理論與資源基礎理論，分別從國外原廠對當地市場的興趣、代理商與國外原廠的上游關係以及代理商與國內客戶的下游關係三個部分加以分析，探討代理商如何利用上、下游關係中的知識與資源，來維繫與發展與國外原廠之間的關係，避免被國外原廠取消代理權。再者，代理商可以透過運用知識與資源，使其在面對被國外原廠終止代理關係時，降低損失的程度、並提高生存空間。 本研究以台灣電子零件代理商為研究對象，代理自國外原廠的產品線為分析單位，實證結果發現，在代理商避免被國外原廠取消代理權的問題上，國外原廠對代理商投入的資源越多，越能降低被取消代理權的可能性；而代理商在對上游(國外原廠)的關係中，擁有的當地市場資源越多、越瞭解國外原廠、越能掌握當地網絡，越能降低被國外原廠取消代理權的可能性；代理商在對下游(當地客戶)的關係中，越瞭解當地客戶、越能提供附加價值活動給當地客戶，越能降低被國外原廠取消代理權的可能性。在即使面對被國外原廠取消代理權，代理商依舊可以保有生存機會的議題上，代理商越能適度增加國外原廠數目，分散產品來源，越能降低因為被國外原廠取消代理權而造成的損失。

策略的資源基礎觀點(resource-base view),主張有價值、稀少、不易模仿(包括不易替代)的資源具有創造優異績效的潛力(e.g.Barney,1991:1995)；而基礎資源是企業結合和轉換實體輸入資源的方式，在提供持續性競爭優勢方面特別重要，因為它們具有難以模仿的本質，有助於持續性差異化，在企業的發展過程，扮演不可或缺角色！ 本研究主要以晶華國際酒店集團為對象，依據其過去成長軌跡，分成三階段，在多角化的成長策略，所顯示出來的現象，做一個分析與整理。透過探討學理的論點及個案研究方法，將企業的沿革資料，營收及存益額之統計，以成長三階段: 集團基礎鞏固期、資源能力移動期、創新資源期分段，以既有資源之擴大延伸、水平延伸創造新資源之分類，歸納企業成長模型，並做出解析和討論。 本研究認為以企業成長階梯觀念，不論在哪一個階段，能保持企業穩定中求成長的最佳模型將是: 1.先建立核心優勢，打下企業紮實根基，形成核心資源； 先將資源移動至相關多角化產業，使基礎事業階段有所支撐，並循序擴大事業版圖；適度發展非相關產業，才能擴充新的領域和機會。 結論將綜合由晶華在旅館事業的核心資源發展出來的新事業，在未來經營上參考吳思華(1994)提出以資源為基礎的策略分析架構， 確認並評估所有資源：企業在進行策略規劃時，首先應掌握現有資源，但有些資源是有內隱或模糊的特性，並未顯示在財務報表中，必須仔細加以辨識，才能掌握清楚。 2.檢測價值，設定核心資源：應依據策略性資源的三個特性:獨特性、專屬性與模糊性來辨識具有競爭優勢價值的資源。 3.制定企業未來的發展策略： 企業的策略應能充分有效使用核心資源，以創造出最大準租。 4.強化核心資源： 企業除運用自己的資源外，並應配合未來策略發展需求，確認資源差距，努力加以補足。 本研究希望藉晶華國際集團個案研究結論所闡述觀念，希望能帶給企業多角化、國際化成長策略有興趣者，從資源優勢延伸角度切入，一個參考模式。將來在資源的配置與策略的運用上，獲得最佳組合，以創造卓越的成長績效。 / From the viewpoint of Resource-base View, valuable, rare and non-substitutive resources are potential to contribute outstanding performance. And resource-base is the methods for a business to link up and transfer the existence and input the resources. This study is base on Formosa International Hotels Corporation, form the Dynamics point of view, do analysis according to its three different development phases. Through the case research methodology, summarize the different resources for different development phase and provide analysis explanation and suggestion. This research believes in the business development ladder consciousness. No matter which stage it is, the best model will be as the following: Establish the core strength as foundation of the business as the core resource. Move the resource to the Dynamics of the business in order to explore the business territory. Find the proper area to expand the territory and opportunities. Conclude the new business developed from Grand Formosa Regent’s core resource, and take the strategic analysis structure of Professor Wu as reference, Firstly, identify and evaluate all the resources. Secondly, Access the value, and set the core resources. Thirdly, Establish the future strategy for the business. Fourthly, reinforce the core resources. The research is based on the study of Formosa International Hotels Corporation, and wish to bring to those enterprise, which has interest in internationalization and dynamics some model regarding resources allocation and utilization. Through the best combination of resources, excellent performance will be reached.

儀器產業在台灣的發展雖已有60年的歷程，但產業經營模式與發展策略相關之研究有限。為探討儀器產業的發展、經營模式與成長策略的關係，本研究首先對儀器產業中四個個案公司，以價值鍊為基礎分析儀器製造/系統整合商、與代理通路兩類的經營模式，整理個案經理人經營經驗與策略思維與儀器產業分析，歸納儀器製造與系統整合商經營成功因素為：在產品線方面–尋求技術合作開發市場性、產業關聯性與民生性之產品，關聯性產品開發以發揮產品與市場行銷綜效；在價值活動–產品品牌 、生產製造、品質控制…等流程鑑別與追溯，模組化產品設計開發平台，專業的售後服務體系；在顧客與市場方面–市場需求掌握以及新產品設計開發的能力。儀器代理通路商的經營成功因素為：在產品線–良好的供應商關係與穩固的代理權，關聯性的產品線代理開發以發揮產品與市場行銷的綜效；在價值活動上–良好的銷售網路、組織行銷能力、客戶關係經營；在顧客與市場–掌握市場趨勢開發新產品線代理機會；以及有效運用與整合內部與外部資源。 其次，在探討儀器廠商經營模式與成長策略發展的關係上，經由對個案經理人的訪談、成長策略的思維邏輯、與成長策略的呈現，歸納出儀器通路代理商的成長模式以尋找外部資源的外部成長模式；而儀器製造與系統整合商以由內部資源投入為基礎，強化或發展其價值活動的內部成長模式為主。 最後，在資源建立與策略形成的關係探討，以Grant(1991)的資源基礎觀點–策略分析架構，結合Porter(1985)的價值鏈分析，對個案在此二者間思考的邏輯與資源運用、以至達到策略形成間的聯結關係進行探討。經由個案公司實務的驗證，儀器經營業者除利用產業興起的有利外在環境成長外，也根據自身擁有的資源、以及依此資源所建立具有競爭優勢的價值活動而發展出成長策略的思考邏輯，符合資源基礎理論所述由內向外做策略規劃的思考邏輯。