Generation Z lever stora delar av sina liv på internet, främst via sociala medier. Där utvecklar de sina kontaktnät, söker efter inspiration och nöje, för att samtidigt värna om sina personliga varumärken. Då stora delar av Generation Z fortfarande är minderåriga har de ännu inte klivit ut på arbetsmarknaden. Ifall studier som finns om dem idag har rätt, kommer de att bli en oerhört köpstark kundgrupp. Det blir därför viktigt för företag att lära känna den nya generationen, veta vart de befinner sig och hur marknadsföring kan nå ut till dem för att få framgång hos Z.Syftet med min studie är att ta reda på Generation Z:s konsumentbeteende för att, med hjälp av marknadsföring på sociala medier, och på rätt sätt nå ut och möta dem där de är. Med ett synsätt baserat på Lauterborns teorier om marknadsföring, där kundfokus bör appliceras, är det viktigt att utgå från Generation Z:s åsikter. Därför har jag valt att studera just personer från Generation Z. För att avgöra vilka konsumentbeteenden som kommer att bli relevanta för företag i framtiden, har studien begränsats till de i generationen som är myndiga idag.Bristen på forskning om Generation Z, har gjort att jag valt att göra en kvalitativ tvärsnittsstudie med semistrukturerade intervjuer. Det har möjliggjort att intervjua respondenter från generationen på en djupare nivå, men fortfarande med tydliga ramar. Alla respondenterna har fått samma frågor, vilket har gett mig både en möjlighet att hitta mönster, samt få deras djupare åsikter.Utifrån empiriresultatet och analysen finns det tydliga egenskaper och handlande som karakteriserar Generation Z. På grund av deras frekventa sociala medieanvändning är det viktigt för företag att både anpassa och fokusera sin marknadsstrategi till sociala medier. Genom att attrahera Z:s visuella sinne skapas intresse, samtidigt som reklamen anses mindre påtvingad. Förutom att anpassa marknadsföringen till sociala medier, bör företag ha medvetenhet kring generationens krav på kvalitet, tillgänglighet och pris. Det är en generation som inte tycks luras av påkostade marknadsföringskampanjer, de kräver kongruens under alla steg fram till köp. Om företag anpassar sig till Z:s krav, och bibehåller det som utlovats, är det en generation som värderar lojalitet. / Generation Z are living large parts of their lives on the Internet, mainly on social media. On their social media sites they develop contacts, search for inspiration and entertainment, and at the same time protect their own personal brands. Since a large part of Generation Z are still minors, they have not yet started their carrers. If today’s studies are correct, they will become a customer group with a large purchasing power. Therefore it is important for companies to get to know this new generation, find out where on the Internet they can be found, and how companies marketing strategies can be used to reach them in order to be successful in reaching Generation Z.The purpose of this study is to ascertain the customer behaviour of Generation Z in order to, with social media marketing, reach out in a proper way and meet them where they are. With an outlook based on Lauterborns marketing theories, where a customer focus is applied, it is important to have a starting point based on the values of Generation Z. This is why I have decided to study people from that generation. To decide which consumer behaviors that will be relevant for companies in the future, I have decided to delimit the study to those of the generation who are of age.The lack of research regarding Generation Z has made me choose a qualitative cross-sectional study with semi-structured interviews. In this way I have thereby gained opportunities to interview respondents from the generation on a deeper level, but still with a clear framework. All of the respondents have been given the same questions, resulting in opportunities to find patterns and extract their deepseated opinions.The empirical results and the analysis show that they are qualities and actions that characterizes Generation Z. Because of their frequent use of social media, it is important for companies to both adapt and focus their marketing strategies to social media. By attracting the visual mind of Generation Z, companies can create interest, simultaneously as commercials are considered less forced. Besides adapting marketing towards social media, companies should have awarness regarding the generations demand for quality, avaliability and price. It is a generation that is not fooled by lavish marketing campaigns. They demand congruence during all steps until final purchase. If companies adapt to Z demands, and preserve what is promised, the generation will stay loyal.

摘要 進口流行服飾零售在過去十年已經是台灣年輕人間創業的趨勢。因為1990年代開始韓國文化在全球風行，對韓國流行服飾的供給與需求均大幅增加。另一方面，自2008年開始的全球經濟危機造成的低薪與失業問題更影響大批年輕人。他們之中許多人選擇自行創業，而因為較低的進入門檻，進口流行服飾的零售業成為主要的選項。 激烈的競爭造成了零售價降低以及仿冒品、次級品的問題，這些問題也惡化了這些新創立事業營運上的壓力，特別是在現金流和銷售量兩方面。這些年輕人會選擇創立這樣的零售業務正因他們本身缺乏資源，所以在極早期做出合適的行銷策略選擇，將非常的關鍵。 現今的管理理論多針對如何管理已經存在的企業或針對那些手中已有些許資源的企業家探討如何進行資源配置。這些理論中討論創立新事業的策略部分卻很少。我們發現邱志聖（2014）提出的4C策略行銷架構可以提供解決之道，能幫助這些年輕創業者選擇創業的適當策略。 透過4C策略行銷架構分析，我們發現，當進口流行服飾零售業者採用實體店面銷售的方式時，會比採用網路行銷更有機會降低顧客的交易成本。這些成本不只是價格，還包括了外顯效益成本，資訊搜尋成本，道德危機成本，以及專屬資產成本。 在我們的研究中，我們也認知到包曼（2003）提出的「自媒體」觀念可以將業務營運帶向另外一條新的道路。不管是實體店面或是網路銷售的經營者都可以藉由經營本身的「自媒體」來降低交易成本。我們相信，「自媒體」透過改善經營者的4C策略行銷架構，將對未來產生顛覆性的改變。 / Abstract Imported fashion retailer has already been a trend of newly startups among young people in the past decade in Taiwan. Because the increase in global popularity of South Korean culture since the 1990s, both the supply and demand on Korean fashion clothing are increasing dramatically. On the other hand, low wages and unemployment affected lots of young in Taiwan due to global economic crisis since 2008. Many of them chose to start their own business and imported fashion retailer is a major option due to its low barriers to entry. Tough competition leads to low retail price and problems on counterfeit and substandard goods, which also exacerbates the stress on running business of these newly startups, especially on their cash flow and sales. These young entrepreneurs chose to start their retail business due to their lack of resources, so it is critical to make the suitable selection of their marketing strategies in the very beginning. Management theories nowadays paid lots attention on how to manage an existed corporate or how to distribute the resources for those entrepreneurs who already owned some. The literatures on theories regarding strategies to start a new business are disproportionately low. We noticed the 4C Strategic Marketing Analysis (Chiou, 2014) might provide a solution to that, helping these young entrepreneurs to choose a proper strategy starting their own business. Through 4C Strategic Marketing Analysis, we discovered, if imported fashion retailers choose to sell through a retail store rather than online business, they will have better chances to reduce the transaction costs of their customers. And those costs included not only the price, but cost of utility, cost of information search, cost of moral hazard and cost of asset specificity. During our research, we also acknowledged “We Media” (Bowman, 2003) may lead to a new way to run business. Both retail storeowners and online business owner could reduce their transaction costs by running their own “We Media”. We believe, “We Media” might be a game changer through its improvement on the 4Cs of marketing exchange.

隨著台灣人口逐漸老化、國民所得增加以及健康意識抬頭，醫療營養品市場近十年來明顯成長。由於醫療營養品是介於藥品和一般消費品之間的產業，其行銷方法比較特殊且複雜，再加上產業中的廠商不多，所以較少產業相關行銷的研究探討文獻。 在台灣醫療營養品市場中，亞培是領導品牌，本研究藉由策略行銷4C架構來比較亞培糖尿病醫療營養品-葡勝納與另一個市佔率排名第二的品牌。探討內容包含兩個面項：一般消費者的行銷分析與通路商的行銷分析，其目的是企圖找到葡勝納在一般消費者與通路商行銷方面的機會點，讓葡勝納可以嘉惠台灣更多的糖尿病病患。 以4C架構探討二個品牌後可以發現，在針對一般消費者的行銷方面，亞培葡勝納除了在總成本因為由國外原裝進口，成本較高之外，其他如總效益、降低資訊搜尋成本、降低道德危機成本以及專屬陷入成本上，其表現都優於另一產品，此可以部分說明亞培葡勝納成為市場領導品牌的原因。在通路商的行銷部分，可以發現在總成本上，亞培葡勝納仍舊處於劣勢、總效益上因為產品的優異而佔有優勢。在資訊搜尋成本以及專屬陷入成本上，亞培葡勝納的表現也都略優一些。 值得一提的是，在台灣經營醫療營養品產業，降低買者道德危機成本非常重要。醫療營養品介於相信品與經驗品之間，比起搜尋品，買者道德危機成本相對偏高。再加上使用醫療營養品的主要對象是病人，關心度自然比一般日用品高。過去幾年來，不斷有危機事件發生。一旦買者道德危機成本增加，對廠商的殺傷力相當大，在業界屢見不鮮。經營醫療營養品的公司務必要愛惜羽毛，企業經營是百年大計，不得不小心。

Forests are a key resource serving a multitude of functions such as providing income to forest owners, supplying industries with timber, protecting water resources, and maintaining biodiversity. Recently much attention has been given to the role of forests in the global carbon cycle and their management for increased carbon sequestration as a possible mitigation option against climate change. Furthermore, the use of harvested wood can contribute to the reduction of atmospheric carbon through (i) carbon sequestration in wood products, (ii) the substitution of non-wood products with wood products, and (iii) through the use of wood as a biofuel to replace fossil fuels. Forest resource managers are challenged by the task to balance these multiple while simultaneously meeting economic requirements and taking into consideration the demands of stakeholder groups. Additionally, risks and uncertainties with regard to uncontrollable external variables such as climate have to be considered in the decision making process. In this study a scientific stakeholder dialogue with forest-related stakeholder groups in the Federal State of Brandenburg was accomplished. The main results of this dialogue were the definition of major forest functions (carbon sequestration, groundwater recharge, biodiversity, and timber production) and priority setting among them by the stakeholders using the pair-wise comparison technique. The impact of different forest management strategies and climate change scenarios on the main functions of forest ecosystems were evaluated at the Kleinsee management unit in south-east Brandenburg. Forest management strategies were simulated over 100 years using the forest growth model 4C and a wood product model (WPM). A current climate scenario and two climate change scenarios based on global circulation models (GCMs) HadCM2 and ECHAM4 were applied. The climate change scenario positively influenced stand productivity, carbon sequestration, and income. The impact on the other forest functions was small. Furthermore, the overall utility of forest management strategies were compared under the priority settings of stakeholders by a multi-criteria analysis (MCA) method. Significant differences in priority setting and the choice of an adequate management strategy were found for the environmentalists on one side and the more economy-oriented forest managers of public and private owned forests on the other side. From an ecological perspective, a conservation strategy would be preferable under all climate scenarios, but the business as usual management would also fit the expectations under the current climate. In contrast, a forest manager in public-owned forests or a private forest owner would prefer a management strategy with an intermediate thinning intensity and a high share of pine stands to enhance income from timber production while maintaining the other forest functions. The analysis served as an example for the combined application of simulation tools and a MCA method for the evaluation of management strategies under multi-purpose and multi-user settings with changing climatic conditions. Another focus was set on quantifying the overall effect of forest management on carbon sequestration in the forest sector and the wood industry sector plus substitution effects. To achieve this objective, the carbon emission reduction potential of material and energy substitution (Smat and Sen) was estimated based on a literature review. On average, for each tonne of dry wood used in a wood product substituting a non-wood product, 0.71 fewer tonnes of fossil carbon are emitted into to the atmosphere. Based on Smat and Sen, the calculation of the carbon emission reduction through substitution was implemented in the WPM. Carbon sequestration and substitution effects of management strategies were simulated at three local scales using the WPM and the forest growth models 4C (management unit level) or EFISCEN (federal state of Brandenburg and Germany). An investigation was conducted on the influence of uncertainties in the initialisation of the WPM, Smat, and basic conditions of the wood product sector on carbon sequestration. Results showed that carbon sequestration in the wood industry sector plus substitution effects exceeded sequestration in the forest sector. In contrast to the carbon pools in the forest sector, which acted as sink or source, the substitution effects continually reduced carbon emission as long as forests are managed and timber is harvested. The main climate protection function was investigated for energy substitution which accounted for about half of the total carbon sequestration, followed by carbon storage in landfills. In Germany, the absolute annual carbon sequestration in the forest and wood industry sector plus substitution effects was 19.9 Mt C. Over 50 years the wood industry sector contributed 70% of the total carbon sequestration plus substitution effects. / Wälder beeinflussen in vielfältiger Weise unser Leben. Für den Waldbesitzer sind sie Einkommensquelle, die Holzindustrie versorgen sie mit dem Rohstoff, aus dem unzählige Dinge für den täglichen Bedarfs hergestellt werden, wie zum Beispiel Baumaterialien, Möbel, Gartengeräte, Spielzeug und Papier. Außerdem versorgen Wälder uns mit sauberem Grundwasser, sind Lebensraum für Pflanzen und Tiere und tragen somit zum Erhalt der Artenvielfalt bei. Nicht zuletzt beeinflussen Wälder das Klimasystem, da sie der Atmosphäre das Treibhausgas CO2 entziehen und Kohlenstoff in Biomasse und Boden speichern. Förster stehen nun vor der anspruchsvollen Aufgabe, eine Balance zwischen den vielfältigen und oft auch gegensätzlichen Waldfunktionen zu finden und die Ansprüche von Interessengruppen wahrzunehmen. Zusätzlich müssen im waldbaulichen Entscheidungsprozess Risiken und Unsicherheiten durch unberechenbare externe Faktoren, wie das Klima, beachtet werden. Ziel der Arbeit war es, den Einfluss von Klima und Waldbaustrategien auf Waldfunktionen zu untersuchen. Als Testgebiet fungierte das Revier Kleinsee im Südosten Brandenburgs, in dem Kiefern- und Eichenbestände vorherrschen. In einem wissenschaftlichen Dialog mit Angestellten der Forstbehörde, Privatwaldbesitzern, Vertretern von Naturschutzverbänden sowie Wissenschaftlern definierten die Teilnehmer die wichtigsten Waldfunktionen: Kohlenstoffspeicherung, Grundwasserneubildung, Biodiversität und Holzproduktion. Die Simulationen wurden mit Hilfe des Waldwachstumsmodells 4C und einem neu implementierten Holzproduktmodell (WPM) über einen Zeitraum von 100 Jahren durchgeführt. Dabei wurden den heutigen Klimabedingungen zwei Klimaänderungsszenarien gegenübergestellt, die auf den globalen Zirkulationsmodellen HadCM2 und ECHAM4 basieren. Es stellte sich heraus, dass unter den angenommenen Klimaänderungen das Wachstum der Bestände steigt und sich damit die Kohlenstoffspeicherung und der Ertrag aus Holzernten erhöht, wohingegen Biodiversität und Grundwasserneubildung nur sehr gering beeinflusst werden. Der Nutzen der Waldbewirtschaftungsstrategien für drei Interessensgruppen (Forstbehörde, private Waldbesitzer, Naturschutzvereine) wurde mit einer multikriteriellen Analysemethode bewertet. Dabei unterschieden sich die Rangfolge und Gewichtung der einzelnen Waldfunktionen sowie die daraus resultierende Wahl der Waldbaustrategien zwischen den Naturschützern einerseits sowie den stärker ökonomisch orientierten Landeswaldförstern und privaten Waldbesitzern anderseits. Naturschutzvereine bevorzugen das Einstellen der Waldbewirtschaftung, aber auch die aktuelle Waldbaustrategie, mit mäßiger Durchforstungsintensität und einem hohen Anteil an Eichenbeständen entspricht ihren Zielsetzungen. Dagegen lag die Präferenz der Landeswaldförster sowie privaten Waldbesitzer auf einer Walbaustrategie mit einem hohen Anteil an Kiefernbeständen, um den Ertrag unter Beachtung der anderen Waldfunktionen zu steigern. Als Fazit geht aus dieser Teilstudie hervor, dass die Bewertung von Waldbaustrategien hinsichtlich ihrer Eignung für eine multifunktionale Waldbewirtschaftung unter Beachtung von Ansprüchen verschiedener Interessengruppen und ungewissen klimatischen Bedingungen unter Verwendung von 4C und einer multikriteriellen Analysemethode sehr gut möglich ist. Besonderes Augenmerk galt dem Einfluss von Waldbaustrategien auf den Kohlenstoffkreislauf, wobei nicht nur die Kohlenstoffspeicherung im Wald, sondern auch in Holzprodukten, sowie die Verringerung von CO2-Emissionen durch energetische und stoffliche Nutzung von Holz betrachtet wurden. Die potentielle Reduktion von CO2-Emissionen durch das Ersetzen von Erzeugnissen und Energie aus nicht nachwachsenden Rohstoffen durch Holz (Smat und Sen) wurde basierend auf Daten verschiedener Studien geschätzt. Eine Sensitivitätsanalyse untersuchte Unsicherheiten bei der Initialisierung des WPMs und der Berechung von Smat. Verschiedene Szenarien führten zu einem besseren Verständnis dafür, wie sich Änderungen im Energiesektor und Holzproduktsektor auf das Potential, Kohlenstoff zu speichern bzw. CO2-Emissionen zu verringen auswirken. Die Ergebnisse zeigen, dass die Reduzierung von CO2-Emissionen im Holzproduktsektor durch die Nutzung von Holz als Werkstoff und Brennstoff höher ist als durch die Akkumulation von Kohlenstoff im Wald. Im Gegensatz zu den Kohlenstoffspeichern im Wald, die sowohl Quellen als auch Senken sein können, werden durch die Nutzung von Holz CO2-Emissionen verringert, solange im Zuge der Waldbewirtschaftung Holz für die Weiterverarbeitung zur Verfügung gestellt wird. Simulationen auf Bundesebene ergaben, dass in Deutschland die Forst- und Holzwirtschaft jährlich dazu beitragen die CO2-Emissionen um 19,9 Mt Kohlenstoff zu verringern, wobei 70% auf die Holzindustrie und den Substitutionseffekt entfallen.

摘要 現今，消費者健康意識與環保概念的抬頭，已深入到每一個產品。只要會影響家人健康、個人安全的，消費者都會用最嚴厲的標準去檢視每一個產品的規格。且在守護家人的條件下，也開始進行舉手之勞做環保，為地球的未來盡一份心力。這樣的行為，在家用清潔品品類裡，儼然已成為趨勢。所有家用清潔品品牌的訴求，在過去的時代多以強調清潔功能為主，以洗衣粉為例，講的是去汙力強、鮮豔潔白等純粹產品功能。但現在的品牌操作，卻改以天然議題為主，強調清潔用品的成分為天然成分，不傷手，環保健康。 為什麼這個趨勢會越來越明顯？消費者已經逐漸意識到，家用清潔品的化學毒物殘留，對人體的傷害與環境的破壞，更甚於空氣汙染等議題。尤其家中有嬰幼兒的家庭，父母親對小孩用品的選擇，一定以天然為考量，深怕化學產品對人體帶來負面的影響。或者家中有寵物者，也擔心石化產品對寵物產生健康問題。本研究利用新品牌上市的過程為個案，進行整體天然家用清潔品與石化產品的認識與了解。 藉由新品牌上市的個案，本研究針對家用清潔品市場進行整體探討，除就目前整體市場進行分析與評估外，分析闡述天然家用清潔品與石化產品的差異性，更藉由4C行銷策略分析架構，研究天然產品與石化產品在行銷上的策略差異、通路結構的變化與趨勢、產品品類的消長與未來的趨勢等，從靜態與動態雙方面考量可能的市場變化與消費者需求，進而找出最適當的操作模式與策略建議。 此外，一般行銷人員慣於使用傳統行銷思維模式去找出整體新品牌的上市策略，包含了產品定位、市場區隔等，進而從產品面(4P)進行規劃，這樣的思維與策略操作較偏向製造者的角度，容易忽略消費者的需求。又或者單純從消費者端思考出發，卻忽略了產品本身的可控性。4C策略行銷分析以消費者的需求為背景之方式，從製造商的成本角度切入，討論消費者之餘製造商的成本交換關係，這些關係包含了產品、資訊、道德危機、忠誠度等，每個環節都有絕對的關連性，與傳統行銷人員慣用的策略分析有一定的差異。 透過本研究發現，行銷人員在思考品牌操作時，可有不同的思維邏輯，更靈活的方式導出最適當的品牌策略。也藉此研究的發現，對Y公司所上市之A品牌進行後續階段之行銷操作提出建議。

The work's target is to make a strategic analysis of the past development and current strategic position of the company and to formulate its conclusion. The work concentrates on creating of the analysis of external surroundings and internal sources of the company and its development in the course of time, on discovering of strengths and weaknesses of the company, and opportunities and threats of surroundings. The conclusion consists in evaluation of achieving company's goal and suggestion of strategy for future development of the company.

近年來，由於行動科技的盛行以及共享經濟的浪潮之下，有越來越多企業改變了以往的商業模式，從傳統的加工製造，轉向媒合產業中的供給和需求，銷售有形的產品和硬體設備不再是其主要的獲利來源，共享型的平台企業開始大量在市場中出現，企業開始透過提供媒合供需的服務，轉型成為共享型的平台企業。 雖然共享型的平台企業開始大量在市場中出現，但真正能夠成功並且持續成長的卻少之又少，因此，本研究以目前全球最大的出租私人房屋平台Airbnb，以及中國相應失敗案例愛日租等兩家具有經營與流量規模的共享型平台企業做為研究個案，以策略行銷4C架構來分析，在其創業初期雙邊市場群體所面對的交易成本，並探討兩家個案在經營上採用的相異行銷策略產生的4C正向循環以及負向循環。 最後，本研究給予即將發展共享型平台企業之新創事業及中小型企業未來策略發展方向，在發展初期，平台企業若仿效愛日租個案在極短期內透入大量資金完全複製其他成功個案的商業模式是存在失敗風險的，應該效仿Airbnb長期動態的分階段、分項解決行銷交換成本，建立一個正向的4C循環，將雙邊市場群體皆突破用戶臨界數量，以觸發網路效應，以幫助其在有限的資源之中達到有效快速的成長。 / Recently, due to the advanced internet technology and the trend of sharing economy, more and more company has changed their usual business model, from the traditional manufacturing to the service of gathering demands and supplies. Selling the tangible products and equipment is no longer the main source of profit. More and more sharing platform companies have appeared in the market and the business has transformed its business model by degrees. Although there are more and more sharing platform companies emerge in the market, very few company can maintain the growth. This study takes the largest global house-renting platform, Airbnb, and the corresponding platform, Airizu, for comparison. And use the 4C framework to identify the transaction costs that the sharing platform companies and the bilateral party faced and further discover the different strategies used by the two cases. Finally, this study provides the sharing platform companies some recommending strategy of future development. For those startups in the very beginning stage, if the platform companies go for the strategy that Airizu took, by throwing in capitals to copy the entire business model from others, it will undertake huge financial risks, and on the other hand, if the platform companies go for the strategy that Airbnb took, by solving the transaction costs step by step in the long term, it will have better chance to get a 4C positive cycle. To not only raise the number of users from the bilateral parties to reach the network effect, but also help the company to achieve great success within limited resources.

資訊系統的運用已是現代企業經營不可或缺的一環，然而，應用系統的開發通常不是一般企業的核心能力，故委外開發是大多數企業在建置資訊系統時最常用的選項。企業在進行委外開發之前，可能因未將資訊系統的建置與企業經營策略校準、或因缺乏理性的選商流程與評估標準、或因在議約時純粹以殺低價格為主要考量，而錯選到一個不合格的承包商。如果再加上使用者的需求說不清楚，開發人員的質與量不符所需，雙方對各自的權責沒有共識，專案管理能力不足等，則這種委外開發必然會問題不斷，最終以失敗收場。 為提高委外開發的成功率，本論文首先將「應用系統委外開發」重新定義為「在合約關係下，承包商依據客戶的需求，為其規劃、開發、導入、維護所需的資訊應用系統。在系統建置過程中，客戶的主要人員，必須積極地參與承包商的開發活動，包括提供需求說明，驗證與確認（verify & validate；V&V）階段性產出的正確性及可用性等，以確保承包商可以如期、如質、如需求地在預算內完成所委託的交付項目及服務。」以導正觀念。然後再透過「應用系統開發委外專案之業務及開發流程」的介紹，分別從客戶及承包商的角度，提出正確的業務及開發流程，期以拉近雙方的共識，並印證應用系統委外開發的成功，必須靠雙方的共同努力。 當承包商了解客戶在委外決策時所面臨的問題及顧慮後，即可透過4C策略行銷的分析，設計出能夠解除客戶疑慮的方案，建立共識，降低雙方的交易成本及風險，以確保委外合作有個好的開始。本論文從承包商的角度以4C架構進行行銷策略分析，最終得出46個策略，並依照專案的生命周期歸類，以協助承包商隨著專案進展也可以很方便地檢視各種策略組合，故即使是在多專案併行時，依然能有效掌握各種策略的執行，提高應用系統委外開發專案的成功率。 / The use of information systems is an absolutely necessarily in a modern business operations, however, application development usually is not a core competency of the most of enterprises, thus making development outsourcing becomes the most common option for the most of enterprises while they are establishing information systems. But, before the enterprises move forward development outsourcing, they may not align the establishment of information system with the strategies of business operations, or lack of rational processes and evaluation criteria in vendor selection, or only solely consider the lowest-priced while in contract negotiation, thus wrongly selected an unqualified contractor. In addition, if users cannot express requirements clearly, the developers’ quality and quantity do not match the requirement, no consensus on respective responsibilities of the parties, and project management skills shortage, etc., then this kind of development outsourcing shall have problems at every moment, and they will definitely end in failure. To increase the success rate of development outsourcing, this paper firstly redefines “Application Development Outsourcing” (ADO) as "Under a contractual relationship, the contractor shall, pursuant to customer’s requirements, performing the tasks of planning, developing, implementing, and maintaining of the required application system. In the course of the system development, the customer’s key personnels must actively participate in the contractor's development activities, including provide requirement specification, verify and validate the correctness and usability of the output by phases, etc., to ensure that the contractor will be able to deliver the deliverables and service on time, as required quality, as required functionalities, and within budget." The purpose of this redefinition is going to correct perceive of ADO. And then thru the content of “ADO project business and development process”, describes, from the point of view of the customer and the contractor, the “shall-be” business and development process, for closing the gap of the parties, to reached a consensus, and proving the success of ADO, must rely on the concerted efforts of both sides. When the contractor realizes custome’s problems and concerns while deal with ADO decision, then can based on 4C strategic marketing analysis theory, design the solution that can reolving customer’s misgivings scenario, to build consensus, to reduce the transaction costs of both sides and risks, to ensure that outsourcing cooperation there is a good start. This paper, from the point of view of the contractor, based on 4C marketing strategic analysis theory, resulting 46 strategies, and classify them in accordance with the project life cycle, to assist the contractor can also be easily to review the various strategic groups, as alogn with the project progress, thus making even in a multiple project circumstance, still be able to keep track of the implementation of various policies, to improving the success rate ADO projects.

台北市房地產延續前幾年全球景氣，加上海峽兩岸前所未有的和諧狀態，2008年上半年房市仍持續樂觀且交易熱絡，房地價大漲直到下半年全球金融風暴來襲而急轉直下。而金融風暴的起因恰好就是美國經營房地產次級貸款公司倒閉所引發的連鎖效應。金融風暴襲捲全世界經濟，以出口為導向的台灣首當其衝，台北市房地產景氣也隨之急速降溫，但雖經濟環境造成需求萎縮，台北市土地價格卻未受影響反而屢創新高，加上政府救經濟的財政與貨幣政策，使得台北市預售屋房價並未明顯下跌，2009年甚至因兩岸交流頻仍、中資來台等議題發燒，精華區房地產市場一掃2008下半年陰霾而帶頭上揚。但在消費需求面卻因實質薪資所得並未提升，使得實際自用住宅市場追價力道薄弱，房地產泡沫危機隱約呈現。 因台灣房地產市場存在如此詭譎的內外在環境，供給與需求、作多與看空的勢力拉扯，本篇論文研究從外部環境觀察鄰近各國總體經濟與房地產景氣連動關係的歷史軌跡，進而探究近年與未來台北市房地產業景氣發展趨勢，瞭解建商面對外在經濟環境變動下所存在之機會與威脅，來發現適合小型建商生存之利基市場所在。而內部環境則以房地產預售市場之賣方與買者交易關係探討，分別從廠商供給面與消費者需求面之成本觀點進行研究，尋找小型建商本身擁有的優劣勢所因應之預售屋消費者注重的各項成本屬性，藉由4C策略行銷分析降低消費者各項購屋成本，最後提出策略建議，提升小型建商之核心競爭力。 / The real estate market in Taipei was booming during the first half of 2008, during which time the economy was good and tensions between Taiwan and China began to ease. Housing prices had been rising until they were hit by the global financial crisis in late 2008. The storm of economic downturn, resulted mainly from the chain reaction caused by the collapse of US financial institutions, had swept through the world. Taiwan was deeply affected due to its export-oriented economy. As a result, the once prosperous real estate market had slowed down because of the decrease in demand. However, in 2009, not only had the prices of lands in Taipei not fallen, the presale home prices in the wealthiest districts began to rise again, due to the government’s stimulus financial policy that heavily relied on its friendlier stance with China and the belief that there would be a flow of cash coming from China. Nevertheless, the rise of housing prices could be a gigantic bubble since the median household income has not gained and demand for new homes have not increased. Under the unusual and unpredictable economic circumstances, this thesis focuses on the research and analysis from the viewpoints of maximizing the competitive edges, profits and surviving advantages of small builders in the current housing market in Taipei. Historic macroeconomic trends in real estate in Taiwan and nearby countries were analyzed. Supply and demand in the presale housing market in Taipei were examined, with an emphasis on not only the cost analysis between small builders and buyers, but also the advantages and disadvantages faced by both sides. 4C strategic marketing analysis was carried out to minimize the buying cost from the consumer’s viewpoint; at the same time, tactical marketing recommendations to success are provided to small builders to meet the present challenges.

自1955年Ray Kroc創立麥當勞以來，以經營家庭市場為麥當勞的基礎，並且藉由與家庭顧客的互動培養長期牢固的忠誠度，台灣麥當勞自1984年成立以來，深耕台灣家庭市場，創下許多餐飲業的首創，不但打下市佔率，也打下消費者心佔率，成為父母及小孩的第一選擇。 由於麥當勞全球迅速擴張導致單店營業獲利下降，因此麥當勞重新思考品牌重整，將品牌溝通重心轉向年輕族群，全球品牌再造計畫”我就喜歡”於2003年底全球同步展開，顧客群重心的調整加上大環境反速食的浪潮，考驗對家庭市場的經營方式及應變能力。 本研究以實務個案分析，採用質化研究，針對台灣麥當勞高階主管經營家庭市場經驗訪談，輔以理論之架構，予以逐項分析比較及歸納。家庭市場的交換價值影響母品牌的資產，母品牌的經營策略改變也影響家庭市場長久建立的資產，其研究目的有二：第一、期了解麥當勞運用家庭市場行銷方案（Family Program)，建立家庭市場地位並且將資產累積回饋母品牌。第二、研究麥當勞品牌策略轉向影響到經營多年的家庭市場，麥當勞該採取的因應策略。 麥當勞在強化家庭市場行銷活動4C的同時，也增加了母品牌強化4C的機會，轉嫁成為母品牌的資產；當策略焦點轉移，資源重新配置，品牌的4C將不完全是由家庭市場行銷活動4C來建立或維繫，也影響到家庭市場行銷活動傳遞產品及服務本身的4C，因此回頭檢視家庭市場行銷活動的4C時，發現家庭市場行銷活動4C出現一些缺口，而這些缺口，反而又回頭影響了母品牌的4C。 因此，在思考品牌的4C時必須採取根本解，而非症狀解，此外，當核心能力作焦點轉移時，需要重新思考或調整原有核心能力的續航力及基盤事業，最後，如何運用競爭優勢與社會利益共享，創造社會影響力，發揮最大共存效益。 / Since Ray Kroc built up McDonald’s in 1955, Family has been the core foundation of McDonald’s business. McDonald’s has established true loyalty with family customers by engaging and interacting with them at every touch point. McDonald’s Taiwan was established in 1984. Since then, it has been cultivating the family market to become the first choice of parents and kids. It occupies not only the top position of market share but also mindshare. Because of the rapid expansion of McDonald’s business worldwide, McDonald’s is confronting the first ever decrease of unit store profit. In reaction to this downturn, McDonald’s decided to slow expansion speed and take a step back to re-think and re-position its’ brand. McDonald’s launched the “i’m lovin’ it” brand campaign globally. Their brand communication focus shifted to Young Adults. Because of this shift and the growing anti-fast food trend, McDonald’s family marketing has faced its biggest challenge ever. This case study adopted qualitative research, interviewed top management in McDonald’s Taiwan and supported by theoretical structure to analyze this case. The exchanging value of family market influenced the equity of mother brand. Changing the position of the mother brand has also affected the value delivery of family market. The main objectives of this thesis are firstly to understand how McDonald’s has utilized family marketing to build equity of family market and be beneficial to the mother brand. Secondly, how the change of mother brand positioning affected the equity of family marketing building. Finally, what strategies McDonald’s should use to tackle these critical issues. While McDonald’s enhanced the 4C value of family marketing, it also added the 4C value of mother brand. 4C value of family market would transfer and become the equity of mother brand. However, when the brand focus changed, corporate had to re-allocate resources. At this point, the 4C value of mother brand was not totally constituted by 4C value of family market. That is to say, family marketing shared less resources and delivered less 4C value to family market. The incomplete 4C value of family marketing will go back to affect the 4C value of mother brand in the end. To manage a brand, marketers should resolve the root causes instead of just alleviating the symptoms. To deal with root causes, can corporate leave the side effects away. Besides, when corporate shifts the core competence to another area, they should re-consider resource allocation and migrate the core competence to better fit the new challenges. It is to secure the foundation of the business and sustainability of the corporation. Last but not the least, to incorporate social possibilities in corporate strategies will create the competitive advantage and have a positive impact on our society. Holding a shared vision with the society, working as a team with other partners, and elaborating the best synergy of human kind - that is how corporate social responsibilities will work in the future.