隨著科技不斷地進步與網際網路的日益普及，消費者手中的智慧型手機似乎早已不限用於傳統的通話功能。作者在十幾年前就曾幻想過，如果將來出門在外身上可以只攜帶一支手機，那該有多好。沒想到當初天真爛漫的想像，轉眼幾年後便已幾乎實現。隨著相機、手電筒、地圖、筆記本、隨身聽……等等逐一被我們放進智慧型手機裡，手機已經不再只是手機。而近年來大眾開始把「錢」放進手機，許多企業也紛紛推出「結合手機與錢」這種概念的各式產品與服務。當供給端與需求端都已出現時，行動支付產業就此產生。 行動支付有許多應用與模式，本研究主要針對兩個以即時通訊應用程式為初始業務的案例―微信以及LINE進行探討。兩家案例公司都是在原有業務成長至一定規模後，開始發展新興行動支付業務，分別為：微信發展微信支付，LINE發展LINE Pay。本研究不僅透過資料瞭解這兩個案例之發展歷程、營運模式以及現況；同時藉由策略行銷4C理論架構，逐步分析這兩個案例是如何各自處理交換關係中的四個成本。 研究結果發現，歷經了差不多的光陰，兩個案例所呈現出的現況卻是天壤之別。儘管兩者因為政治環境、市場規模，以及所面對之消費者習慣上的差異，導致經營成效有所落差。不過排除這些先天因素，微信支付相較於LINE Pay，確實於各階段將4C策略執行地更加完善，並因此推動4C良性循環。LINE Pay本身對於4C架構仍有許多進步空間，本研究最終建議LINE Pay可以參考微信支付部分作法，並針對台灣市場適度調整，期許LINE Pay能順利啟動4C良性循環，為自己創造長期競爭優勢。 / With the advances of technology and the popularization of the internet, nowadays smartphones can perform several functions besides communication (e.g., camera, flashlight, map, notebook, Walkman). Moreover, people begin “putting” the money on their smartphones in recent years. Many corporations have also launched new products or services featuring the combination of mobile phone and money. As the growth of both supply and demand in the market, the mobile payment industry has gradually formed. There are many kinds of application and models in the mobile payment industry. This thesis concentrates the attention on two instant messaging companies―WeChat and LINE. Both companies began expanding mobile payment business―WeChat Pay and LINE Pay―after their original business grew mature. This thesis not only reviews the development history and business models of two companies, but also uses the 4C analysis framework to analyze how they dealt with the four transaction costs. The study shows that the operating results of WeChat Pay and LINE Pay are very different. There is still room for LINE Pay to grow. Although WeChat Pay and LINE Pay face quite distinct political environment, market size, and consumers, the thesis suggests that LINE pay can refer to the strategies and methods of WeChat Pay, and make some adjustments so as to successfully create the positive 4C cycle and long-term competitive advantage.

First part of my work sumarises theory of strategic analysis, describes individual analysis such as PEST analysis, analysis 4C, SWOT analysis. Second part describes concrete company. Third part applies these analyses to described company. At the end of my work are written recommendations for company.

Diploma thesis describes strategy analysis of the enterprise producing interior and facade paints. In diploma thesis are used such analysis as PEST, 4C, Porter's 5F model, internal factors and SWOT analysis. On the basis of SWOT analysis is formulated strategy for improving competitive position of the enterprise on the market.

隨著網際網路快速更迭，電子商務也越趨蓬勃發展，2015在全球B2C電子商務貿易市場中，中國以6170億美元的規模高居榜首，領先於美國和英國。電商平台競爭越來越激烈的狀況下，中國的阿里巴巴集團在2009年以青少年間的次文化「光棍節」做為節慶主題，打造「雙十一」人造網購節慶，引起了廣大討論。在2013年雙十一成為全球最大的人造網購節日，最新2016年數據雙十一全日網站成交金額達200億美金，大幅領先網路星期一的30.7億美元和黑色星期五的27.4億美元。 由於雙十一的成功，激起中國各大電商平台群起效尤，紛紛地推出各式五花八門的網購節慶。然而過多的人造網購節慶，卻容易模糊消費者的注意力，導致人造節的失敗。為了更深入了解人造網購節慶其成功的關鍵因素，本研究欲個案研究的方式，分析全球最大的人造網購節慶「雙十一」，並以其主要競爭者京東商城推出的「六一八」做比對，套用策略行銷4C架構來深入研究與比較，歸納兩個案節慶知曉度明顯落差之因素，並提出實務的建議供未來有意造的業者參考。 根據本研究分析，天貓雙十一及京東六一八在C1至C3部分皆有下降。然而在C4部份，天貓成功地在買者心中建立平台與節慶的關聯性，建立了促銷相關專屬資產及品牌相關專屬資產，創造4C良性循環，極大化節慶行銷的價值。然而京東六一八的節慶意涵未能打動人心，且持續改變內涵造成形象模糊性，未能創造出品牌相關專屬資產，C4資產專屬性不足，使得整個4C循環力度較弱，節慶的影響力也受到侷限。 / Thanks to the advancement of Internet, E-commerce has become a big business. China is by far the largest market for business to consumer (B2C) e-commerce, with combined sales of over US$617 billion in 2015, ahead the United States and the United Kingdom. In 2009, Alibaba began using youth subculture “Single Day:1111(Double 11)” to promote discounts at retailers on its e-commerce platforms, which storming the online shopping for the very first time. Since 2013, Double 11 has become the biggest online shopping festival in the world. The latest data showed that Double 11 was officially called to come at US$20 billion in 2016, easily eclipsing the US$2.74 billion and US$3.07 billion respectively generated online during the Black Friday and Cyber Monday. Owing to the success of Double 11, aroused the other e-commerce competitors’ interest to launch all kinds of "made-up shopping festival". However, excessive shopping holidays defocused customer attention and led to failure. In order to discover the key factors that make online shopping festival successful and give some marketing strategy suggestion, this study examines the world’s biggest online shopping festival “Double 11” and its main competitor “JD.com 618” through the 4C framework. And this study identifies the reason which caused the awareness differentiation. According to the analysis results, both “T-mall Double 11” and “JD.com 618” decrease the cost of C1, C2 and C3. For the C4, T-mall successfully builds strong connection between T-mall and the festival, created not only the promotion related specific asset, but also brand related specific asset. It generates a 4C positive cycle and maximizes the strength of festival marketing. However, JD.com fails to create brand related specific asset, only generates a weak 4C cycle. Therefore, the awareness of 618 is far less than double 11.

Diploma thesis deals with the strategic company analysis. First part is about charac-terisation of strategy and methods of internal and external strategic analysis. These methods are PEST analysis, 4C analysis, sector analysis, Porter's five forces model, analysis of business resources and financial analysis. Second part of the work is practical aplication of these methods on the specific business entity.

The master’s thesis is concerned with the proposal of marketing strategy of individual entry into the business of language education in Brno. The thesis contains primary and secondary research of the market. The secondary research is focused on competition and informal education of adults. The primary one inquires into consumer, the needed data were obtained through online questionnaire survey. Consequently, the marketing strategy is defined with emphasis on marketing mix.

In current market conditions, even a healthcare facility has to stack up against competition. An effective quality control of the health care provided, and an excellent perception of customers' needs are crucial, in order to achieve this objective. Customer satisfaction represents important feedback from the clients. Taking this into account, any healthcare facility should measure and evaluate satisfaction of the customers, having as an objective, a permanent improvement of the services provided. The aim of this thesis is to measure healthcare quality in a healthcare laboratory through evaluation of a questionnaire survey on patient satisfaction. The thesis consists of a theoretical and an empirical part. The theoretical part describes quality control systems in healthcare laboratories, defines the concepts of product, marketing and marketing mix "C". It also focuses on the patient, as a priority customer of the healthcare system, and defines the main reasons for examining their satisfaction. The empirical part gives firstly, an overview of activities of a particular healthcare laboratory. Subsequently, it describes the research performed and interprets the data received. There are 69.7 % of patients satisfied with the provided laboratory services. The satisfaction is determined by their age and by...

隨著能源短缺與環保議題逐漸受到重視的情況下，政府也開始積極推動家戶裝建太陽光電系統，而本研究欲探討消費者對於購買太陽光電系統時所考量的主要原因；換言之，哪些因素會影響消費者購買太陽光電系統的態度與意願。接著針對太陽光電系統有不同了解程度與不同社經地位的消費者，對於購買太陽光電系統時的考量因素是否有差異，進行更深入的探討。 本研究參考過往文獻，並引用邱志聖(2014)策略行銷分析理論，整理出六項考慮因素:「成本效益比」、「環保意識」、「人體危害」、「系統故障性」、「相容性」與「科技設備專屬陷入」，並以知識程度與社經地位做為調節因子，探討不同類別的消費者對於購買太陽光電系統時的考量因素有差別。而研究結果顯示，消費者對於成本效益比、環保意識與相容性皆對購買態度有顯著且正面的影響，而人體危害與購買態度呈現負向影響。此外，消費者的考量因素對購買態度的影響會因社經地位與知識程度高低而有所不同，不同知識程度的消費者對成本效益比皆十分注重，然低知識的消費者比高知識的消費者要多考慮環保意識、人體危害與相容性；此外成本效益比與環保意識對高低社經地位的消費者都有顯著的影響，且影響低社經地位的消費者購買態度還多了人體危害與相容性的問題。本研究亦會進一步闡述研究結論背後的行銷意涵，廠商可藉此調整自己的策略，進而達到滿足消費者需求與提升其購買意願之目標。

自2008年7月18日第一批大陸人士赴台旅遊至2011年6月28日全面開放來台旅遊，由於政府開放大陸人士來台觀光旅遊，大陸人士來台旅遊的人數逐年增加，並帶來年年皆成長的外匯收入，因而帶動台灣近10年觀光休閒市場的蓬勃發展，而做為觀光休閒產業最重要一環的旅館業更是趁勢而起，不論是大型的國際觀光旅館或是中小型的一般旅館都紛紛投入市場，造成激烈競爭的市場，也造就與以往星級旅館不同型態風格的旅館之興起。 隨著台灣本土意識的抬頭，網路科技的發達，再加上旅行型式的改變，標榜著以科技，簡約，藝術，時尚，環保，在地文化等吸引旅客的風格/文創類旅館因而應運而生，開業時間雖然不長，因其獨特設計風格及強調平價，親民，年輕化，文創藝術等因素，在市佔率上有逐步上升的趨勢，相對於傳統星級旅館亦或多或少造成影響。 本研究屬個案分析係以台北地區風格/文創類旅館及傳統星級旅館為研究範圍，運用4C策略行銷分析架構進行分析風格/文創類旅館對傳統星級旅館之影響，藉由4C分析表得知，風格/文創類旅館和傳統星級旅館因品牌背景，市場定位和營運規模不同，因此在客層定位和客房定價及軟硬體設施上亦不相同。截止當前風格/文創類旅館在市場競爭上對傳統星級旅館之營運尚未造成太大影響，尤其傳統星級旅館係以高端客層為主要客源，而風格/文創類旅館整體服務及硬體設施以簡約便利為主，較不符合高端客層之需求，遂影響程度尚低。

台灣零售業的競爭日益走向國際化，從早期日本的SOGO百貨，到近期B＆Q和IKEA跨足台灣市場，都為本地的零售業經營模式帶來相當大的衝擊與轉變。而近年來經濟發展趨緩時，在零售業當中相當引人注目且快速成長的新興行業為「日用雜貨專門店」，此產業中大多數的店家都是和國外知名廠商合作，但得到的成效不一。因此在本研究中將以台灣「H」為例，探討全盤移植日本「H」的經營模式在台灣遇到何種問題，而轉型後的台灣「H」又作了什麼樣的改變。 本研究利用4C架構分析日本「H」和台灣「H」轉型前後的差異。從研究中發現，雖然日本「H」在處理4C上相當成功，但此模式未必符合台灣環境和消費者的需要，所以轉型前台灣「H」雖然照著日本成功經驗的步伐，但對消費者而言不僅在外顯單位效益成本上不具優勢，轉型前台灣「H」在內隱交換成本也沒有辦法有效的處理。 因此台灣「H」便計畫轉型以求更符合消費者的需要，除了透過降低成本…等方式減少外顯單位效益成本外，藉由地點的改變以及找尋適當的合作伙伴，來降低消費者的資訊蒐集成本和道德危機成本，更重要的是強化台灣「H」的特色和定位，創造消費者的認同，提高消費者對台灣「H」的專屬陷入。 由台灣「H」經營模式的轉變中可發現，即使是國外成功的零售業在進入一個新的市場時，也必須要因應當地市場做出策略上的修正，因為環境的不同會影響處理4個交換成本所採取的方式。所以本研究建議未來在引進國外零售業時，需先分析其在4個交換成本上的優勢，另外配合當地環境和消費者的特點，調整策略方向和行銷手法，才能確保經營之成效。