探討費率自由化第三階段實行兩年多來，汽車保險面臨費率自由化、及遵守保險業自律公約情況下，產物保險公司因應車商通路新競爭與新需求之行銷策略相關議題，藉由個案公司的分析探討，了解整體車商通路保險的現況與問題，提出有效建議車商通路汽車保險的關鍵成功行銷策略，並藉此拓展車商通路業績並達成利潤目標，以符合保險經營所要求的穩健性原則並創造保險公司、監理機關、車商通路與消費者多贏之態勢。 / 探討費率自由化第三階段實行兩年多來，汽車保險面臨費率自由化、及遵守保險業自律公約情況下，產物保險公司因應車商通路新競爭與新需求之行銷策略相關議題，藉由個案公司的分析探討，了解整體車商通路保險的現況與問題，提出有效建議車商通路汽車保險的關鍵成功行銷策略，並藉此拓展車商通路業績並達成利潤目標，以符合保險經營所要求的穩健性原則並創造保險公司、監理機關、車商通路與消費者多贏之態勢。

為保護汽車意外事故受害者，韓國於1963年制定「汽車損害賠償保障法」(Automobile liability security law)，即為「強制汽車損害賠償責任保險」(Compulsory automobile liability insurance)的法律基礎，本法對於汽車意外事故所因起之損害賠償責任，在民法上優先適用，成為民法（不法行為）之特別法，而規定強制投保汽車責任險為取得牌照之前提要件，並採用接近無過失責任主義及認定受害者直接請求權。韓國強制汽車責任保險法制施行以來經過數次之修正然而仍然存有許多缺失，如保險金額過低等，而社會大眾對其服務品質依然不滿，因此無法滿足充分保障之需求。在此種情況下，韓國強制汽車責任保險應何去何從？如何加以改進？則為一個值得關心的問題，也就是本論文研究之動機。本論文之研究範圍為著重於改革韓國強制汽車責任保險制度，本文先擬以汽車事故損害賠償制度為始，進而說明韓國之汽車損害賠償保障法及強制汽車損害賠償責任保險制度之內容，最後提出筆者管見，強調欲期改革韓國強制汽車責任保險制度，達建立健全完善之制度及保護受害人之目的，作為結論。本文若對中韓兩國車禍賠償問題之合理解決果能有所助益，則甚幸矣！

從西元2010至2014年以來，台灣車險市場的賠款率逐年攀升，而汽車保險業務占產險公司營收來源約五成，顯見汽車保險業務對於產險公司的重要性，然而近來高單價超跑肇事頻繁，屢登上新聞版面，單一案件的賠償金額遠超過客戶所繳保費收入，對公司經營績效產生莫大壓力。 本研究透過二元邏輯迴歸來探討可能影響車體險出險理賠的因素，依據發現的影響因子建立客戶評估模式，提高公司經營績效，藉由個案公司所提供西元2012至2014年共1,071,935筆的資料，以SPSS Statistics作為分析工具，得出年齡、性別、國產或進口車種類、車輛出廠年份以及車輛用途分類中的重型機車、自用小客車、客貨兩用車、長租小客車和個人計程車與出險理賠存在相關性。 分析後發現五大結論。第一，年齡增長與出險理賠呈現負相關；第二，女性出險的機率高於男性；第三，進口車出險理賠的機率遠高於國產車；第四，車齡愈小發生出險理賠的機率愈高；最後則是各項車種用途的車輛發生出險理賠機率皆偏高，尤以長租小客車和個人計程車為最。

為尼加拉瓜馬拉瓜市El Carretón by El Morralito餐廳開發義大利三明治和義大利麵餐車服務 / The mobile food industry in Nicaragua is as of the writing of this document, in a growth stage. The competition is low and the conditions are proper to quickly expand and settle as one of the leaders in the industry. Based on this, the owners of El Morralito, an Italian Panini & Pasta small eatery have decided to plan their expansion into the mobile food market by launching a Food Truck: El Carretón by El Morralito. Trained personnel, mobile sales point, customer relationships, focus on quality and profitability, and expertise in logistics are the key success factors that will ensure El Carretón successful in its initially target market, which comprehends mostly students and office employees around the center of Managua in a 2 Km radius that includes the biggest universities and the largest office compound in the capital. Launching the mobile brand as part of an existing company will allow the startup to initiate its operations with several sunk costs, that will reduce the initial investment required to launch the service. Synergies between the existing eatery and the mobile truck will allow each individual business to reduce its costs by sharing a central kitchen, storage space and to have additional procurement bargaining power by bulk purchasing, which will eventually reduce costs and increase profits. Based on these synergies, the expansion plan includes additional trucks of the same and new cuisines that could eventually be franchised. The financial analysis, which includes the expansion plan, proves the project to be profitable and desirable under its assumptions, based on the initial investment scheme.

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以往的策略聯盟的研究多以跨產業的個案分析以提供通用的管理建議，希望本論文透過深入特定產業中的特定形式的聯盟個案，若能發現不同的聯盟動態發展型式，則可讓我們更進一步瞭解策略聯盟此一策略工具的複雜性與困難度。本論文資料主要來自對以往文獻的整理分析及歷年聯盟相關報章探討、並輔以日產與豐田的企業訪談，個案分析後本研究得到以下結論： 一、 持股性跨國策略聯盟有助於合作公司進行原企業模式的再思考。 二、 跨國聯盟選擇伙伴時應選擇具核心價值觀不抵觸、並具有誠意進行文化調和的公司。 三、 策略聯盟可藉由跨公司中階管理團隊的由中至上決策模式，來確保聯盟的設計與執行不會產生落差。 四、 即使是同一產業內的聯盟，也會因公司本身能力、管理風格的相異而使聯盟作法呈現不同樣貌。 五、 汽車產業的策略聯盟廠商所追求的綜效，傾向由追求規模經濟帶來的成本效益轉而追求產品競爭能力的提升。

中國經濟發展快速的情況下，人民對於汽車的需求也一直再提高，在基礎建設尚未追上汽車數量增加之下，道路擁擠與環境汙染成為了許多城市必須面對的問題。北京市政府於2010年12月23日實施汽車限購政策，希望透過此政策降低汽車增加的速度。另一方面，中國將發展汽車自主品牌作為重要政策之一，希望藉由外資的技術讓自主品牌的汽車打入國際。因此本文將使用差中差法進行估計，研究北京市在汽車限購政策之後，政策對於自主品牌銷售的影響。 研究中所使用的資料為中國「中國車輛登記管理所」之中的「全中國登錄各月新增車輛」，加上「易車網」的汽車特性資料整理而成。以北京市的自主品牌車系作為實驗組，非自主品牌車系作為對照組進行多次估計，其中包括加入時間趨勢及將極端樣本去除等。研究結果皆顯示，在汽車限購政策後，確實對於自主品牌汽車銷售有下降的影響，最後也加入了穩定性檢驗，證明自主品牌的銷售下降是否與政策有關。最後結果亦與預期相同，證實北京市的汽車限購政策對於自主品牌的銷售有負向的效果。 / With the rapid economic growth in China, people’s demand for automobiles has risen continuously during the past decades. Furthermore, because the infrastructure in China failed to sustain the increase in the quantity of automobiles, traffic congestion and environmental pollution are the problems many cities have to be confronted with. Therefore, Beijing government adopted Automobile Purchase Limit Policy in Dec. 23, 2010, hoping that through the policy it can decrease the growth rate of automobiles. On top of that, developing self-owned Brand for automobiles in China is its primary policy, China government hoped to take advantage of foreign technology to make its self-owned Brand step into the international market. Consequently, this article uses Difference-in-Difference method to analyze how the sales of self-owned brand automobiles would be affected after the Automobile Purchase Limit Policy was enacted. Data used in this article is from Monthly Increase in Registered Vehicles Across China, which is from Vehicle Registration and Managemet Bureau of Chian, and from Yiche Network. Setting the self-owned brand mobiles in Beijing city as an experimental group and non-self-owned brand mobiles as a control group, we are to estimate many times. We try to take time series effect into account and eliminate outlier samples. The result shows that after the Automobile Purchase Limit Policy, the sales of self-owned brand automobiles significantly decrease. Finally, we add stability test to observe whether the decrease in the sales of self-owned brand automobiles is related to the policy or not. The result reveals that the Automobile Purchase Limit Policy in Beijing has a negative impact on the sales of self-owned brand automobiles.

京都大学 / 0048 / 新制・課程博士 / 博士(工学) / 甲第18254号 / 工博第3846号 / 新制||工||1589(附属図書館) / 31112 / 京都大学大学院工学研究科都市社会工学専攻 / (主査)教授 谷口 栄一, 教授 藤井 聡, 准教授 宇野 伸宏 / 学位規則第4条第1項該当 / Doctor of Philosophy (Engineering) / Kyoto University / DFAM

This business plan aims to open a Russian branch of the Taiwanese company Spare-Parts Zone Co ltd, which specializes in the export of NON-OEM automobile spare parts such as bumpers, lights, hoods and fenders for passenger vehicles and trucks. Taiwan is a world leader in the NON-OEM spare parts industry and Russia is a very attractive market for Taiwanese exporters due to its large market, considerable market growth and comparatively low regulated import regime when compared to the European Union or United States of America. Moreover, Taiwanese spare parts have a good reputation among Russian consumers due to their reliability and lower price compared to OEM parts. Many export/import contracts have been signed between Taiwanese and Russian companies since 1991 when the economy of Russia liberalized and marketized. However, there are no strategic alliances or foreign direct investments to be found within the market. Taiwanese companies are still not represented in the Russian automobile market, neither in the form of their own branches nor in joint ventures. A branch of the proposed Taiwanese company will have several significant advantages in comparison to the domestic importers. 1. Financial advantage. The import/export business for small and medium enterprises (SMEs) is always connected with considerable investments. Taking into account the current average bank-issued annual interest rate for companies in Russia at 26 per cent, Taiwanese head office will be able to leverage branch sales by using loans from Taiwanese banks where the annual interest rate for SMEs is normally no more than 5 per cent. 2. Payment delay advantage. Russia still lacks a clear legal system to resolve international law suits. This is why Russian importers usually do not experience any payment delays from their foreign suppliers and have to settle all payments before a telex-release (the exporter’s permission to handover container to the consignee) in the port of destination. At this point the branch will have a huge advantage in the Russian market using the head office payment to delay agreements with Taiwanese and Chinese manufacturers. The Russian branch will act as a discounter in the market. Using these systemic financial and payment delay advantages the branch will be able to set lower prices and sell items much faster than others. Taking into account that the delivery time from Taiwan to Moscow is typically one month and the normal payment delay usually takes two to three months, the branch will be able to receive goods, sell them, and send money back to head office account within only three months. In the ideal scenario capital investments will not be needed at all to purchase goods from the manufacturer. 3. Sourcing the right suppliers. This is one of the most complicated processes for domestic importers. However, for the benefit of the branch this function will be done by the head office which will have a better performance in this capacity than any supply chain department of a Russian domestic company. Why do we need to penetrate the Russian market today? Despite the current Russian economic crisis there are a number of reasons why now is the time to penetrate the Russian market. 1. The financial and payment delay advantages mentioned above will allow us to successfully compete with domestic Russian importers. 2. The market structure is much more attractive nowadays than in the previous years. Approximately 80 percent of sales in the industry are made by several major Internet shops. These companies became market leaders in B to C sales due to Internet technology breakthroughs and strong company-owned distribution branches in Russian regions with main warehouses located in Moscow. Using online stores as the key means of customer outreach, we will not need to have a marketing department nor build our own distribution network to deal with many clients. A small number of major customers will allow us to cut our operational costs and become an industry discounter. Moreover, it will allow us grow faster than traditional business models in the industry wherein the importer has to expand its customers database when searching for local wholesalers in the regions. 3. The considerable aggregate experience of the Spare-Parts Zone team in Taiwan and Russia should be able to gain a synergy effect in a short run. At the beginning stage we will not need to find new team members or teach them how to start the business. All the international cooperation advantages mentioned above will bear fruit only if the Russian branch is able to run the business in an appropriate way to achieve the project’s goals. The performance of the Russian branch will have the same influence on the business as the head office has. Therefore, the purpose of this business plan is to create a strong business model based on the international cooperation that leverages the performance of the each side.

個案公司樂榮集團為生產銅質電線電纜之中小企業，工廠遍及台灣、大陸及印度等地，成立約27年，營收約新台幣135億元，產品一開始為消費電子線如PC、網通設備及耳機等等的傳輸線，市場競爭激烈，後在創辦人的深思熟慮下踏入汽車線束產品，並交貨給全世界知名大廠，在此一市場逐漸發揚光大，在同類的企業中居於領先地位，近年來又看到大陸汽車自主品牌逐年成長，積極布局進入此一市場，成效也漸漸顯示出來，在筆者的觀察來說可說是一成功的中小企業的典範，而公司在一路成長的幾個特質及競爭優勢對於此類型的產業競爭力具關鍵代表性。 本研究透過與個案公司創辦人袁永棟董事長的訪談、公司相關資料的整理及文獻的收集、與研讀探究，首先將樂融集團所屬電線電纜業中的電子線及汽車線束產業線況做一說明，並簡單整理了幾個類似企業的財務數字，由於公司具有隱形冠軍成功的特質，故接下來對樂榮集團以隱形冠軍的八大特質逐一檢視並做一整理，再來以資源基礎理論及波特的五力分析來從內部資源與外部資源等核心能耐來觀察出公司有哪些優勢符合資源基礎理論五力分析，一樣的從中發掘公司進行了哪些策略以強化或符合上述的分析，最後輔以SWOT四個構面分析來檢視公司的優勢、弱勢、機會與威脅。由最後分析與結論導出，公司在一路成長的過程中，在袁董事長及經營團隊的領導下，所發展的出的特質與隱形冠軍的許多特質是吻合的，且也在對外分析產業環境的競爭後，逐漸發展其競爭優勢，增加其核心能耐而成為今天的樂榮集團，最後，針對公司還有哪些不足之處及發展更多的核心競爭力做一建議。