麥肯錫發表研究報告預測到2035年，可再生能源（主要是太陽能、風力發電）對全球發電量的佔比，將可從4%大幅拉升到36%。從各種跡象可看出，全世界的可再生能源仍在發展當中。 許多上、中游太陽能企業在太陽能產業中歷經輝煌也遇到營運虧損，對於個案公司位處太陽能產業鏈的下游角色，藉由政府的半額補助進入到太陽能電廠建造。透過優良的技術工法，再藉由靈活的財務操作與不斷地案源開發，形成良好的經營績效，並開始朝向多元化發展。透過Ansoff Matrix將個案公司的產品與市場做一敘述，並藉由實際案例了解其商業模式。對於未來想進入的業者或想了解太陽能電廠產業的讀者，可藉由本文略知一二。 最後，在全世界可再生能源的發展都需要政府各部門的配套政策、且可預測的投資環境，因為可再生能源在許多地方已經商業化且具經濟競爭力。

Att börja växa som företag är svårt, inte minst inom klädindustrin där det granskas stygn för stygn av media. Under de två senaste decennierna har fler klädföretag börjat arbeta med hållbar utveckling. Det som tidigare har genererat tillväxt från den industriella utvecklingen går emot dagens hållbarhetstänk, som har blivit viktigare i klädföretagen. Samtidigt behövs tillväxt hos klädföretag för att konkurrera på den mer globaliserade marknaden. I denna studie undersöks det hur tillväxtstrategier kan tillämpas i ett klädföretag som arbetar med hållbar utveckling. Forskningsmetodiken består av en kvalitativ ansats för att få en djup kunskap kring fenomenet. Studien är en fallstudie som fördjupar sig i ett klädföretags hållbarhetsarbete. Empirin bygger på digital datainsamling av företaget och en intervju med företagets hållbarhetsansvarige. Företagets affärsmodell analyseras och med hjälp av analysen kartläggs vart någonstans hållbarhetsarbetet förekommer i affärsmodellen. Hållbarhetsarbetet förekommer i olika delar av affärsmodellen beroende på företag. Hur företaget påverkas av tillväxtstrategier utgår från affärsmodellen. I studiens resultat visar det sig att vid tillämpning av tillväxtstrategier är det viktigt att se hur olika delar i verksamheten påverkas. Även om företag väljer att använda sig av samma tillväxtstrategi kan strategin tillämpas på olika sätt och påverka olika delar i företaget. / Program: Textil produktutveckling och entreprenörskap

Att börja växa som företag är svårt, inte minst inom klädindustrin där det granskas stygn för stygn av media. Under de två senaste decennierna har fler klädföretag börjat arbeta med hållbar utveckling. Det som tidigare har genererat tillväxt från den industriella utvecklingen går emot dagens hållbarhetstänk, som har blivit viktigare i klädföretagen. Samtidigt behövs tillväxt hos klädföretag för att konkurrera på den mer globaliserade marknaden. I denna studie undersöks det hur tillväxtstrategier kan tillämpas i ett klädföretag som arbetar med hållbar utveckling. Forskningsmetodiken består av en kvalitativ ansats för att få en djup kunskap kring fenomenet. Studien är en fallstudie som fördjupar sig i ett klädföretags hållbarhetsarbete. Empirin bygger på digital datainsamling av företaget och en intervju med företagets hållbarhetsansvarige. Företagets affärsmodell analyseras och med hjälp av analysen kartläggs vart någonstans hållbarhetsarbetet förekommer i affärsmodellen. Hållbarhetsarbetet förekommer i olika delar av affärsmodellen beroende på företag. Hur företaget påverkas av tillväxtstrategier utgår från affärsmodellen. I studiens resultat visar det sig att vid tillämpning av tillväxtstrategier är det viktigt att se hur olika delar i verksamheten påverkas. Även om företag väljer att använda sig av samma tillväxtstrategi kan strategin tillämpas på olika sätt och påverka olika delar i företaget. / Program: Textil produktutveckling och entreprenörskap

The aim of this thesis is to design a strategy for Vodafone Czech Republic, a.s. Using the open data an analysis of macroenvironment as well as microenvironment are performed, where a definition and a breakdown of telecommunication market into five segment is made. Following is the analysis of Porter five forces, which analyses competition forces on the market as well as to the Vodafone. Further on a financial analysis and product portfolio analysis is made, which serves as the basis of Ansoff matrix. In the conclusion a synthesis of the analyses is made and several strategies are designed.

The diploma thesis "Marketing strategy of a company“which is divided into theoretical, analytical and design. The main objective of this thesis is to design a marketing strategy of the manufacturing company, focusing on key products and strengthen its position in the chosen market segment. The chosen strategy is built on identifying key product (the product or at least profitable product, which is losing market position), its detailed analysis and recommendations for appropriate development activities, including its location on the selected market. These outputs are also the basis for the formulation and determination of optimal strategic objectives and action steps to comply with this proposed strategy.

The aim of this thesis is to determine the strategy and partial steps that are needed to introduce the product on the market. The theoretical part defines the basic terms, which were described in accordance with professional literature related to this topic. The thesis describes SWOT analysis, BCG Matrix, market segmentation and Marketing Mix. In the practical part, the current state of the Marketing Mix is evaluated and it is pointed out how it should be newly set up correctly. The product development strategy was chosen based on Ansoff matrix. The market share of old brilliant watercolours gradually decreased, so the company took a step that innovated this product (saturation, pigment expansion and new packaging). Changes made to the product should have a positive impact on the volume of units sold and the gradual increase in market share. Furthermore, it is important that the company follows the new steps that are suggested based on the marketing mix. It is crucial that the company segment the market properly. In the Market Segmentation section, 11 categories are newly introduced. Brilliant watercolours are newly categorized as Creative, designed for a wide range of elementary art schools and creatives who are not satisfied with plain watercolours and products from ART category (professional products) are, in terms of price, inadequate to use. The new steps to introduce the product on the market include the costs that are reflected in the break-even point calculation. The resulting value is to show whether the payback time has been extended or shortened.

The microbrewery industry is the fastest growing industry in Sweden. In seven years, the industry has grown by 832 percent. The dramatic increase of microbreweries has led to a highly competitive business environment for these entrepreneurs. This calls for microbreweries to develop strategies for how to stand out in this increasingly competitive environment, i.e., create competitive advantages. However, previous studies have shown that craft entrepreneurs do not strive to achieve traditional economic objectives as the competitive strategy research field suggest that companies have. Hence, traditional competitive strategies may not be applicable for these entrepreneurs. The purpose of this study was therefore to develop an understanding how motivational factors affect craft entrepreneurs’ competitive strategy. To fulfill the purpose, we conducted a case study on microbrewers within the northern region of Sweden. We used a qualitative research methodology where we conducted semi-structured interviews. Seven microbreweries participated in the study. We found that craft entrepreneurs’ motivations for why they started and maintained their microbreweries were mainly because of their passion and interest for the craft and therefore this was their primary objective. However, they perceived profit as a necessity that would enable them to achieve their primary objective. Therefore, we found that these entrepreneurs have dual objectives. We also found that entrepreneurs’ motivations affected their competitive strategies. These entrepreneur’s dual objectives caused some dilemmas when the two objectives contrasted each other. We saw tendencies that this created tension among these entrepreneurs when they had to balance the two objectives of generating profit and achieving objectives related to their passion and interest for the craft. Further, we found that these tensions caused implications on the entrepreneurs’ perception of competitive strategy.  Their perception of competitive strategy differed from traditional theory in three areas. Firstly, they had a resistance to grow their businesses. Secondly, they had a resistance for product/market development. And lastly, they experienced a low level of ambiguity when competing and cooperating simultaneously. In this study, we have been able to deepen the knowledge of craft entrepreneurs and how their motivations affect their competitive strategy. This is a first step in developing an understanding of how additional objectives to profit can cause implications for competitiveness.

The aim of this diploma work is an elaboration of a marketing plan of TEDOM Company. Then the analysis of marketing tools and creation of a new marketing communication and setting the budget for its implementation. The theoretical part of the work is focused on the characteristics of marketing plan and marketing communication. The practical part describes the company itself. Furthermore the marketing plan and marketing communications are developed.

Haitz定律是專家根據多年的觀察發現，LED每十年它的流明成本會降至原來的十分之一，但是亮度會提升二十倍。它被視為LED產業的摩爾定律。而環保節能議題，讓高效率、節能與無毒的LED產品成為各方的寵兒，更是各國政府重點扶持的明星產業之一。產業競爭程度亦隨著快速上升，在面對千家爭鳴競爭日益激烈的產業環境下，先行者累積許多資源與能力，或可形成進入障礙。但是，在專業分工、資源與能力可替代或是複製的情況下，有些資源便不再獨特與唯一。甚至，隨著產業的快速進步，先行者所擁有的資源與能力，如果沒有跟上時代的腳步，不僅無法成為企業組織的能耐，相反的，可能成為企業的包袱。 A企業，一個產業先行者，面臨產業成長的絕佳機會，也同時要接受來自各方的競爭與挑戰，包含潛在進入者、原有產業競爭者、上游供應商、下游顧客與替代品等之競爭。不同環境結合企業既有之資源與能力，如何讓企業勝出的策略決策更形重要。本研究針對A企業在不同時期，所面臨不同環境，依據它自有之資源與能力，與其所採取之策略進行對比分析，最後從績效來檢視該時期之競爭策略。 本研究從產業競爭對手中，挑選出X企業，是一家與不同創新模式之後進者，以及Y企業，是規模相當的先行者，來進行分析比較，期待對A企業的競爭策略能有知彼知己之效果。在研究中發現，創新應用為LED產業成長的不二法門，企業唯有善用自我的資源與能力，結合市場方可勝出。 / Haitz's law is an observation over many years in LED, which states that, in every decade, the cost per lumen (unit of useful light emitted) falls by a factor of 10 and the amount of light generated per LED package increases by a factor of 20. This is referred as Moore's law in LED industry. Moreover, environmental protection and energy saving have become global issues. The advantages of LED products, such as power saving, high efficiency and non-toxic, have made LED industry patronage by governments and welcome worldwide. Governments in many developed countries even treat LED industry as one of star industries. However, the competition in this industry has increased rapidly. Facing hundreds of competitors, early entrants have accumulated many resources and capabilities, which also create entry barriers for others. Under the circumstances that professional services, resources and abilities could be substituted and duplicated, some of pioneer’s advantages are no longer unique and advanced. Even worse, because of the quick pace of this industry, the resources and abilities of one pioneer could even become heavy burden, if the pioneer does not catch up the evolution of the industry. Company A, a pioneer in this field, is enjoying the opportunity of industry growth but, at the same time, it is facing competitions and challenges from different areas, including potential entrants, existing competitors, suppliers, customers and substitutes. It is getting more important to have correct strategic directions to win under different circumstances by consolidating the firm’s resources and capabilities. This research engages in comparative analysis to examine the strategies that this company has taken during different periods of its development cycle and different environments.

The topic of this thesis is to increase the competitive position of the firm Plastika a.s. with the help of creation a new marketing strategy for the next period of time. The analysis of the present marketing strategy is the base for it. The first part of this work is based on the theory. The second part introduces the company Plastika a.s.. There is carried out the analysis of the current situation which focuses on its present marketing strategy. The third suggestion part formulates the suggestion of the new marketing strategy for the next period of time which will lead to the improvement of the competitive position of the firm Plastika on the market.