This thesis presents an inductive study of the theological method of Athanasius exhibited in <i>Contra Arianos</i> 1-3. It proceeds as a commentary on that work, following its structure and giving attention to its argumentation and actual semantical expressions as Athanasius attempts to define orthodoxy vis a vis Arianism. Following this approach, the purpose of the thesis is to set forth Athanasius' view of the foundational structures which make theology possible, the nature and bearing of explicit sources in the discernment and articulation of doctrine, and the method of theological reasoning. In the course of the commentary, attention has been given to various critical issues much discussed in the modern study of Athanasius. These include, for example, the structure and integrity of <i>Contra Arianos</i> 1-3, the integrity of the Arian citations in the work (including the <i>Thalia</i> citations, the role of certain Arian theses anathematized at Nicea, citations from Asterius, and other dialectical and expositional fragments), the hermeneutics of Athanasius, and the question of explicit philosophical sources for Arian and Athanasian ideas and expressions. Also, as much as possible, Athanasius' theological ideas have been examined as they appear in the <i>Contra Arianos</i> in order to set forth the epistemological structures of his theology and to provide the necessary context for understanding his theological argumentation. Particularly evident in Athanasius' theological method is the personal communion of the theologian with the triune God through the grace of the Incarnate Son effectuated by the Holy Spirit. This communion is set in the context of the Church and informs hermeneutics and tradition. Theological language is framed within the semantics of Scripture, shaped by the teaching of the church and rethought and reconfessed by the orthodox theologian in his personal, faithful communion with the Referent of that language.

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台灣的電子產業向來以產品研發專長為主，但在缺乏產品出海口的經驗與實際的資源不足下，我們時常發現產品的優勢並未完成如買家所接受而轉換成為價值，導致業者時常以為貨品單價為唯一的購買因素。 本研究之個案「高階工程投影機ODM經營策略之研究」主要針對投影產品中的成長最快且運用最廣的工程投影機產業，分析並瞭解其市場特性後發現其中的交易行為不只考慮貨品單價而已，也包含其他心理面的重要因素，遂擬以4C行銷策略架構為研究基礎，針對個案-「高階工程投影機ODM經營策略之研究」進行的分析，從品牌業者與ODM製造商兩者買賣雙方的交換行為中，如何透過外顯單位效益成本、資訊搜尋成本、道德危機成本，以及專屬陷入成本中找出影響交易的總成本。 4C的框架來分析買者與廠商間的成本，在工程機的生意模式中以A廠商為例，希望能以買者觀點來看如何進行策略行銷，台灣的ODM廠商能夠倚靠產品技術力的優勢外，若利用框架的方式進行分析以決定資本與資源的投入方向，當能產生更大的綜效。 / Taiwan's electronics industry has been always focused on our product development and research as our core competence. Nevertheless, due to insufficient exporting field experience and limited resource, we found some of the product with advantage but can not be entirely converted to the value added by buyers, so this situation is misleading to the results that the goods unit price is the only factor due to our enterprise often thought . The research case "A study of ODM Business Strategy for high-end projectors " focused on higher growing of market size also wider application at the projection products to analyze and understand the market situation and its trading behavior , we found that the rule of transaction change not only to consider the trading behavior of commodity price only, but also contains other psychological important factor, try to apply “4C marketing strategy framework” methodology as the research base for the case - " A study of ODM Business Strategy for high-end projectors " to find the key factor that will impact the transaction costs by “the Cost of Utility”, “Buyer cost of Information Searching” , “Buyer cost of Moral Hazard”, and “ Buyer cost of holdup”, Adopting the 4C framework, we can analyze the cost between buyers and vendors, which take A vendor’s business model of large venue market for example, hoping to see how to execute the market strategy from consumer’s point of view. Basically, Taiwan's ODM manufacturers can not only take the advantage of product technology , but also can use a more logical manner to make the analysis to determine the direction for capital’s and resource’s inputs in order to generate a greater overall profits

台灣資訊業在1980年代以後隨著美國資訊市場蓬勃發展而快速成長，當時國際知名品牌電腦系統的銷售價格高出自行組裝的電腦系統價格甚多，因而帶動了電腦零組件產業的蓬勃發展。 現今，因全球經濟、產業結構及科技發展的轉變，導致電腦零組件的需求降低，價格下滑。為此，專注於零組件設計製造的建碁公司遭遇產業競爭的轉型壓力。 經實際參與建碁公司的業務經營及利用學術界的五力分析和策略行銷4C成本理論，來分析產業趨勢及建碁公司的發展現況、優缺點，及核心競爭力，藉以尋找轉型發展的模式。 經研究結果顯示，建碁公司的零組件業務應優先降低消費者的外顯單位效益成本及持續經營AOpen品牌以降低消費者的道德危機成本。同時因建碁公司領先進入小型化準系統的產業，所以在外顯單位效益成本及資訊收集成本尚屬領先其他競爭對手，故應將開發設計能力加強於產業競爭性較低且利潤較高之小型化準系統，以持續降低消費者的外顯單位效益成本。並與Intel合作以降低消費者的道德危機成本，及提供整合應用的功能增加購買者的專屬陷入成本。再者除零售市場外，加強開拓電腦應用相關市場的需求，將是建碁公司未來發展的重要策略選擇。

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Officially and unofficially, Taiwan’s Global Private Banking business has established its significant market share in the region for around 20 years. It is no doubt that Taiwan is a very important market for international private banking industry. The rapid changing economical and political environments have spawned the demands of Taiwan rooted high net worth individuals for global financial solutions. The study focused on comparing the core marketing competencies of three European players ranging from big market dominator, emerging competitive player and a new entrant. The analysis framework is based on 4C model which is a core avenue to explore clients’ fears, needs, explicit and hidden expectations. 4C model sensitively unveils the tangible and intangible elements that hinder the efficiency of marketing success and provides direct and effective solutions to bankers to differentiate themselves in the fierce contention. The study raised the importance of priority for banks to the development of core competencies in increasing clients’ overt utility and abilities to hold-up clients. These are contemporary and trendy driving forces to PB bankers’ success. The study concluded with recommending the main differentiators from three perspectives – quality of marketers, innovative financial architectures and dynamic business models. The integration of well-established mechanisms from respective dimension will equip PB bankers’ distinguished competitiveness in managing ever-changing challenges and seizing the opportunities from this promising market.

近幾年來民宿產業蓬勃發展，合法民宿經交通部觀光局統計已由2006年10月的1625家，到2009年10月底的2857家，增加了1232家，成長75.82%。在競爭環境中民宿業者不僅要要提供遊客住宿的服務，還要提供餐飲、導覽等附加價值的服務。民宿業者如何找出策略行銷的方法和重點，使其成為經營上的競爭優勢，變成唯一個很重要的課題。 本研究以民宿業者所擁有的資源為基礎，找出成功民宿經營的策略行銷4C架構。本研究之步驟如下：（一）經由前台灣鄉村民宿發展協會理事長的介紹選擇特色民宿為參訪的對象。(二)設計訪談大綱進行深度訪談及實地觀察。(三)根據訪談內容整理個案民宿的策略行銷4C架構。(四)提出結論及建議。 本研究略獲以下相關發現：(一)從個案民宿的訪談皆可發現其對策略行銷4C都有應對想法。(二)因民宿業者日常皆有交流活動，概念上會大同小異，唯個案民宿擁有資源不同，導致策略行銷的著重點亦有所不同。 關鍵字：民宿，4C策略行銷

Cílem práce je představit metody a nástroje používané při provádění strategické analýzy podnikatelského subjektu a tyto nástroje dále aplikovat na společnost FABORY ? CZ, s. r. o. V textu se objeví informace o následujících oblastech: analýza makrookolí společnosti (PEST a 4C analýza), analýza odvětví, analýza konkurenčního prostředí (Porterův model pěti sil), interní analýza firmy, SWOT analýza a další metody. V závěru textu jsou prezentovány konkrétní návrhy, které by měly zkoumané společnosti zajistit další růst a rozvoj.

信用卡結合票證功能、各式各樣的支付功能及優惠活動，已成為民眾生活中的必需品，藉由信用卡的消費資料，可使銀行對顧客有更深入的了解，所以各銀行都積極發展信用卡業務，惟全體流通卡數已逾3,800萬卡，顧客再申辦新的信用卡意願不高，除非該項信用卡產品有較佳的權益及活動，才能促使民眾付諸實際申辦該信用卡的行動。 聯名卡是結合銀行與聯名企業的資源，提供會員更好的優惠，持有聯名卡的會員，一般而言會享有較沒有持有聯名卡會員更多的優惠、權益、服務及獨家活動，會員們理應大量申辦聯名卡，但實際情況不然，大部分聯名卡發卡成效有待加強，發卡數超過100萬卡的聯名卡，更是少之又少。 本研究是以A銀行與C公司聯名卡為例，將實際做法以4C策略行銷架構來分析，剖析成功經營聯名卡的做法後，促使聯名卡的4C邁向良性循環，讓未來負責經營聯名卡的企劃人員，規劃出有效的行銷策略與執行方案。 / In conjunction with the use of EasyCard, various payment functions and other promotional activities, credit card has now become a necessity of life. Through credit card expense reports, the personal spending pattern is reflected, and the bank is able to better understand the customer’s needs. Many banks are actively developing their business focus on credit card. As the number of credit card in circulation has exceeded 38 million in the market, people have little desire for adding a new credit card. However, if the credit card is appealing with lots of better benefits and activities, people may be tempted to have their application put into action. Co-brand card is a credit card that combines resources for the bank and the joint partner to provide members with exclusive benefits and services. Comparing to the general credit cards, co-brand card should be very popular because the card holders enjoy better services and exclusive activities, but in reality, it is rather rare for the co-brand card providers to achieve more than 1 million as an overall number. In this paper, a co-brand card issued by the bank A and the joint partner C will be taken as an example for study. The actual operation will be analyzed based on the 4C strategic marketing framework. After understanding the reasons of success behind, it may help 4C to flow in a functional circle. Furthermore, the personnel in charge of co-brand card may work out effective marketing strategies and implementations for the project in the future.