In the past, due to the duplication technology and mass production, the industries in Taiwan had the chance to grow rapidly. But because of the high strength at a low cost, China has become a world factory in recent years and Taiwan can no longer keep the leading position in manufacturing. The shortened product lifespan certainly plays an important role. Taiwan is now facing a challenge of maintaining the competitiveness and sustainability. Each enterprise faces different threats in business environment, and the solutions they carried out would make a great impact on the applied strategies. The quantitative and SWOT methods were used in this study in order to analyze the advantages, disadvantages, opportunities and threats they faced in period of transition; how they reacted under influence of company culture and resources was also explored and it is hoped that the correct transforming timing, direction and strategy can then be made. HY Company was the subject of the case study. Their investment was doubled after the transformation because the expensive components and equipments are required for aerospace applications and safety is the main concern for production. Special quality control and production process both have to be well monitored. Staff trainings are conducted constantly. However, the cost structure or management system is facing huge challenge. According to the analysis of Boeing, aerospace industry will keep on growing in the coming 15 years. It undoubtedly is the best opportunity to transform the local traditional machining business into the international aerospace industry. It is hoped that the systematic assessment method can help the business owner to make the correct decisions and possess the unique competitive advantage, such as applying the high efficient management system to manufacture products that cannot be reproduced and the reliable quality as well as the stable delivery can provide an un-replaceable value, hence. this is the key factors of making a successful transformation.

This graduate student is probing into the improper assessing system and its problem which is resulted from pursuing high growth and high profitability under a over-competition banking environment in Taiwan in recent years. As the result, the graduate student thinks that not only influences customer's rights and interests, even impacts the performance and long-term sustainability of a bank. That also drives more reputable and outstanding talents to leave Taiwanese private bank to relocate to new lands like Hong Kong even Singapore. Under the circumstances when Taiwanese government is launching ¡§The Minimum Taxation System¡¨yet without suitable supplementary measures, these by private banker from Taiwan created a trustworthy, steady, and apt-in-communication parking shore to the fleeing funds from Taiwan. As this huge economy in China's Mainland drives the mobilizing of the engine, this trend and mighty torrent are brought Chinese crowd and money tide, have drive the whole Asian economic taking off, has created more production of Asia ' the new rich class '. Overall arrangement that the private bank always only offering ethnicity's service of high assets is positive too to come to Asia, improve occupation rate of market is enough to show high assets ethnicity of Asia already form economic scale. In the past, because the middle class of Asia, in order to promote the goal and ideal of the high assets ethnicity, must create the wealth of the multiple fast with limited resources, so the trade foundation is a relatively more suitable investment way, but after the assets reach considerable scale, their demand is changed into value preserving and transformation of assets, as for basic way of the administration expense, could offer the high assets that customers stabilized the assets to manage the purpose and efficiency. This research uses Porter 5 force analysis to attempt to compare quality and transition of two kinds of models. What is critical private banking business is professional and suitable products, and to build up a comprehensive and structural platform. So far it is still a long journey of private banking in Taiwan to plan the fix-income product and texture planning before Taiwan government can be more opened in its relevant policies and regulations. Hoping the finding and discovery of this research can give play to the function advocated in the practice is used in the future, one wealth management style of ' win-win ' after all make customer and long-term management of bank.

The semiconductor equipment industry of Taiwan, through their constant efforts and continuously endeavor, hope with their ripe productivity that lead enterprises to sustainable business and development forever. Many equipment suppliers pursue advanced technology and develop new equipment in order to improve the competitiveness. Starting from developing the equipment for the back-end of production line, they finally reach 15% of self-production rate after years of effort. However, they only achieve 5% at the front-end; there is indeed a lot of space for growth. Through studying the development process of the equipment of M Company, we will find they become one of the most competitive companies in this industry by continuing to strengthen the ability of R&D and enhance service quality. This research explores the key successful factors of M company by focusing on interview, through SWOT analysis and Porter 5 force analysis, will conclude that indeed there is significant competitiveness. During researching and analyzing, we summarize the following points: 1. Correct orientation of products 2. Good expansion and adoption of R&D talent 3. Speed of new research and development meet customer¡¦s demand 4. Good ability of customer management 5. Advantage on competitive time and cost 6. Vertical integration capability 7. Flat organization Observe and track the improvement continuously, make M Company and semiconductor equipment companies obtain better achievement in the equipment industry of Taiwan. This research can be classified as key successful factors. Because the period of time and material still has space for improvement, we expect this is constructive to younger generation of R&D, and all the equipment suppliers.

Engineering and Construction Services is a traditional manufacturing industry, provides factory or facility construction service for petrochemical, electrical power, steel manufacturer, storage and transfer system, environmental protection, technology, energy and public construction project. Most of domestic small and medium sized engineering and construction companies lack of resources for working capital, technical manpower, project management and design capability, such that they are not able to take part in the bidding for a large turnkey project. They can only contract for a smaller construction or be a subcontractor for a larger engineering and construction company, beside that, their profit will be very negligible due to lower entry barrier of this industry. In recent years, more and more companies of petrochemical industry move to foreign countries as well as global economic downturn, case number of domestic construction projects is trending down. Most of medium and small engineering and construction companies are in the face of business distress because of the tough competition, and that will limit the growth of business. In the mature and competitive industry, the most import strategy for medium and small companies is to build up core ability, build competitive advantage, and improve competitiveness. After that, the companies will have adequate resources and abilities to become a larger company which can enlarge the scale of operation, move to overseas market, and maximize the stockholders¡¦ value. To become a large company is very import for medium and small construction companies. All of these are the vision of small and medium sized engineering and construction companies and are the most important mission of the administrator of the companies. In this thesis, qualitative research method was used to study C Company by using PEST, Porter 5-force, value chain and SWOT analysis. The purpose of this work is to build up the strategy of competitive advantage for medium and small companies, and to find out proper business strategy for C Company. Some advices will be given to break through the business bottleneck, to enhance core competitiveness, and to enlarge the business scale and scope of C Company. We wish to share our experiences of competitive advantage building up and company renovation.

根據Canalys公司2014年所發布的統計資料，全球智慧型手機的年出貨量由2011年的5億支，預估到了2018年將會成長到18億支，2013 – 2018的年複合成長率高達12.9%。接下來幾年市場主要的成長力道將會來自以中低階手機為主中國、印度、中東歐及東南亞等新興國家。 在此同時，聯發科以及高通等晶片供應商，採取「公版架構(Reference Design)」的策略提供Turn-key Solution，大幅降低了智慧型手機的設計與製造難度，智慧型手機發展到今，產品及業界供應鏈生態已趨於成熟，對於供應鏈以及製造成本的掌控，成為廠商獲利與否的重要關鍵因素。 個案公司曾在2011年寫下EPS 73元的台股高獲利紀錄，但在2012年驟降為EPS 20元，並於2013年產生虧損。本研究將先以Porter（1980）提出的五力分析法針對手機產業進行分析，以瞭解智慧型手機的產業特性及智慧型手機業者近幾年獲利能力分配驟變的原因，同時分析五力如何影響智慧手機業的經營策略。 隨著產業結構的更迭演進，越來越多學者嘗試採用「互補」的角度來思考「競爭」，不再執著在搶食市場固定大小的餅，而是藉由適度的競爭與合作，把市場的餅做大。本研究將採用Brandenburger與 Nalebuff（1996）所提出的競合理論及價值網(ValueNet)理論，試著探討手機產業如何依據供應者、顧客、競爭者與互補者四種角色，同時融合競爭與合作兩個層面的思維，透過改變賽局的五個要素（又稱PARTS），亦即參賽者（players）、附加價值（added value）、規則（rules）、戰術（tactics）與範圍（scope），來探討H公司的委外策略，藉以提升H公司的獲利能力。 / According to Canalys 2014 research, global smartphone shipments will grow from 500 million units in 2014 to 1.8 billion units in 2018. The CAGR from 2013 to 2018 is 12.9%. Major growth will come from mid-entry level devices in emerging countries like China, India, Middle East and South East Asia countries. At the same time, Turn-key solution from MTK or Qualcomm has lowered the barrier to smartphone industry hugely. The key profit factor for key smartphone companies rely on good control of supply chain and BOM cost. H company has created the record of EPS NT$ 73 in 2011 but dropped to NT$20 in 2012 and started to lose money in 2013. This research will start from 5-force analysis by Porter (1980) and then adopt Coopetition and Value Net theory from Brandenburger and Nalebuff (1996) to explore a better outsourcing strategy for H company in order to lift it’s profitability.