資訊科技與網際網路的蓬勃發展，網路購物如雨後春筍般的崛起，導致傢俱零售業處於日益激烈的競爭環境中。傢俱零售業市場是瞬息萬變的，因此若沒有妥善的網路行銷策略就可能被淘汰，因此企業界如何應用網際網路與其應用的程度與否，實則扮演極重要的角色。本研究的目的，在探討企業網路行銷經營策略與顧客滿意度。本研究期望能夠藉此研究，能夠對某傢俱零售業更深入做了解，並了解影響企業網路行銷經營策略與顧客滿意度之因素，並進而提出有助於某傢俱零售業的定位以及未來發展問題。個案公司為創立於北歐的家具零售公司，創立之初主要經營文具郵購、雜貨等產品。個案公司在2009成為全球非常有名的家具零售公司。個案公司的經營理念是提供種類繁多、美觀實用、老百姓買得起的家居用品，故本研究探討該個案公司行銷經營策略與顧客滿意的價值，並期望應用到其他產業。本研究之貢獻為：期望給予企業或組織在投入資源分配對於「網際網路行銷」時有更明確的「經營策略」並能提高「顧客滿意度」。 本研究共發放200位該產業內部顧客實施問卷調查，問卷回收後隨即逐份檢查篩選，有效問卷共計172份，有效問卷回收率達86.00%。資料分析的方法主要有信效度分析、獨立樣本t考驗、變異數分析、相關分析。其結果發現： 1. 重視企業網路行銷人才培育，傢俱零售業透過網路行銷進行人與人之間的溝通協調為一重要之活動，故企業網路行銷人才的培養的問題，均應提早作規劃。 2. 傢俱零售業應與顧客維持良好關係。 3. 企業經營策略的積極性的確會影響企業實施網路行銷之進程，在經營策略上以行銷管理策略影響最大，其原因為：行銷管理策略除年齡個人基本變項外，其餘變項皆很顯著。

<p>Background</p><p>Strategy forms an inevitable part of a company’s existence, whether explicitly formulated or implicitly acted on. Today, there are many ways to find information about companies and their strategic directions, for example in the non-financial sections of annual reports. However, the future actions and strategic choices tend not to be spoken of explicitly or in terms of strategy concepts or typologies. Thus, the presentation of strategies in annual reports may differ in terminology from the conceptions and notions as presented in strategy concepts. This implies a challenging base for analysis and will inevitably create an interesting situation if one wants to map out a company’s strategic direction with these reports as basis. Annual reports could also possibly constitute a cross-over between the theoretical realm and the business world, which might allow the drawing of parallels between theoretical concepts and espoused strategic actions.</p><p>Purpose</p><p>The purpose of this thesis is to provide an overall image of strategy in the heavy electrical engineering industry in the time period of 1987 to 2002, using the non-financial information in annual reports as the single source for identifying and classifying companies in terms of strategy.</p><p>Mode of procedure</p><p>Annual reports from four large companies in the heavy electrical engineering industry have been studied with a grounded approach of textual analysis. The case study was conducted with an inductive starting point, and covered a vast amount of empirical material. Key features of strategic directions, on the corporate and business level, were derived from the empirical material as well as from strategy literature, and these features then served as base for further analysis and conclusions.</p><p>Results</p><p>All four studied companies displayed different strategic phases on the two levels. However, inconsistency and a multitude of comments sometimes obstructed the identification of distinct phases. On an inter-company level, the European companies tended to have more features in common than the American ones. Furthermore, specific characteristics have been identified for each company. Finally, each of the four case companies was classified in terms of generic strategies. The classification of the companies showed that a multitude of strategic typologies was applicable during the studied time period, some recurrently and others in unique periods.</p>

Background Strategy forms an inevitable part of a company’s existence, whether explicitly formulated or implicitly acted on. Today, there are many ways to find information about companies and their strategic directions, for example in the non-financial sections of annual reports. However, the future actions and strategic choices tend not to be spoken of explicitly or in terms of strategy concepts or typologies. Thus, the presentation of strategies in annual reports may differ in terminology from the conceptions and notions as presented in strategy concepts. This implies a challenging base for analysis and will inevitably create an interesting situation if one wants to map out a company’s strategic direction with these reports as basis. Annual reports could also possibly constitute a cross-over between the theoretical realm and the business world, which might allow the drawing of parallels between theoretical concepts and espoused strategic actions. Purpose The purpose of this thesis is to provide an overall image of strategy in the heavy electrical engineering industry in the time period of 1987 to 2002, using the non-financial information in annual reports as the single source for identifying and classifying companies in terms of strategy. Mode of procedure Annual reports from four large companies in the heavy electrical engineering industry have been studied with a grounded approach of textual analysis. The case study was conducted with an inductive starting point, and covered a vast amount of empirical material. Key features of strategic directions, on the corporate and business level, were derived from the empirical material as well as from strategy literature, and these features then served as base for further analysis and conclusions. Results All four studied companies displayed different strategic phases on the two levels. However, inconsistency and a multitude of comments sometimes obstructed the identification of distinct phases. On an inter-company level, the European companies tended to have more features in common than the American ones. Furthermore, specific characteristics have been identified for each company. Finally, each of the four case companies was classified in terms of generic strategies. The classification of the companies showed that a multitude of strategic typologies was applicable during the studied time period, some recurrently and others in unique periods.

This study examines how management consulting firms work with business- and functional strategy and how these strategies are interrelated. More specifically we focus on business strategy (business unit level) and knowledge strategy (functional level) and whether these are aligned or not, i.e. whether strategic congruence exists. A number of recent studies have examined the importance of business strategy and knowledge strategy in management consulting firms separately, but few have pointed out the importance of the alignment between them. With this study we contribute to the strategic field of research with a model that describes how management consulting firms should work with their knowledge strategy given their business strategy. The model is developed through a synthesis between theories in the field of strategic congruence, business- and functional strategies and thereafter tested by an empirical case study of six management consulting firms. Our main contribution with the model is the finding that the degree of customization is a determining factor of what type of knowledge strategy the firm should undertake. Given a high degree of customization we argue that it is strategic congruent to put an emphasis on personalization as the firms knowledge strategy. With a similar logic we argue that when the degree of customization is lower, the firm should focus on a knowledge strategy like codification. Further, in contrast with former studies, our findings show that it is strategic congruent to work with personalization and codification parallelly. Through our analysis we found that it is strategic congruent to put an emphasis on either personalization or codification in different project phases. We propose that it is a good fit to focus on codification in the beginning of a management consulting project and conversely focus more on personalization in the latter part. In contrast with earlier studies, we can not see why it should be harmful to focus on both strategies parallelly, given that this focus changes over time in a project. Finally, an interesting finding of our case studies is that all of the researched firms want to codify more knowledge and it seems to be easier today than for ten years ago to motivate consultants to codify their knowledge.

The current economic-financial conditions in Italy are characterized by the financial crisis, decrease in demand, increase in taxation and banking credit restriction. Moreover, this aspects add up to structural problems of the Italian economy, like low level of labor productivity and high public debt. Italian industry is formed mainly by micro and small companies, that are suffering particularly this situation. This research wants to identify successful strategies for micro and small Italian companies to face actual difficulties and compete in these dynamics. To do that, the method chosen is the multiple-case and the qualitative research with semi-structured interviews to key respondents and strategic decision makers of three micro and small Italian companies. Starting from the literature review on strategic subjects, this paper wants to contribute to investigate a range of successful strategies that Italian micro-small companies could adopt to overcome current problems. The findings of this research are that part of the strategic process should be internal to companies, adopting a right size and boundaries, a good corporate culture, a rigorous financial management and a deep innovation’s process, both for process and products. Then, the more successful competitive strategy for Italian small company seems to be a hybrid strategy, mostly balanced on differentiation. Finally, a partial diversification by developing new products or/and new markets is a good strategy to diversify the high risk of the current situation and create new possibilities of success.

For almost a century, as industrial development and population growth, unrestrained use of fossil fuels, and large-scale deforestation by burning, which produce excessive greenhouse gases, causing global warming and climate change. The author of "The world is flat", Thomas Friedman calls this "the Energy-Climate Era". To confront the crisis of global warming, energy shortages and population explosion, the human need to start a new wave of green energy revolution. In the trend of globalization and regional economic integration, the cross-strait relation has come to a turning point. Taiwan is standing at a critical position, must properly cope with the new era. This case study is to explore the business strategies of a Taiwanese engineering service company in response to the Energy-Climate Era. First, focusing on the case company's top management team and its role in corporate group, to analyze the existing strategic position and business model developed since its establishment. Then, to study the case company¡¦s external environment (including globalization and regional economic integration, Energy-Climate Era, China's twelfth Five-Year-Plan and Taiwan's economic policy) and engineering services industrial environment (including market segmentation and market volume, Key Successful Factors, and Five Forces Analysis). Finally, in-depth analysis of case company's internal resources, capabilities and core competences, to summarize the case company¡¦s internal strengths and weaknesses, and external opportunities and threats, SWOT matrix analysis and strategies formulation. The study results are summarized as follows: First, the case company, with the support of corporate group and their own efforts, is now an integrated engineering company with four core businesses - environmental engineering, biotech engineering, electrical & mechanical integration, and operation & maintenance; and with more competitive advantage in the steel industry and water treatment engineering. Second, the case company¡¦s strategic positioning adjustments in response to the "Energy-Climate Era" are: (1) to consolidate existing core businesses; (2) to establish core competences in order to develop related markets of petrochemical and other industries or areas; (3) to establish core competences and business model innovation in order to seize the white space of multiple water resources development, green energy and energy saving engineering. Third, the case company¡¦s total of seventeen strategic programs can be summarized into four categories: (1) to secure the business of both inside and outside of the corporate group; (2) to integrate resources in order to enhance competitiveness; (3) to strengthen research and development of water technologies; (4) to develop air pollution and energy saving technologies. Each project department, according to their engineering professions, should work out and implement detailed action plans, which are adaptable to external situations, to integrate advantages of the three capabilities - "professional", "project management" and "financial management". Fourth, taking wastewater reclamation and energy saving projects as examples, to explore and elaborate innovative business model for case company¡¦s reference; and to provide four recommendations for organizational restructuring and three proposals for facilitating the implementation of business strategies.

As organizations rely heavily on innovative knowledge from the academic research results, there is a growing need to implement an IT platform which can facilitate knowledge acquisition, assimilation and exploitation for practitioners. Recently National science council Taiwan has launched a project to develop the eTop (Engineering and Technology Promotion) platform which allows researchers to upload their research results and practitioners to browse the available research results based on their needs. In order to enhance the operation performance of the eTop, there is a need to investigate its business strategy. To address this issue, we followed the case study method to analyze the eTop context and provide suggestions. First, we clearly portray the eTop business model, and then we proposed a set of business strategies for eTop operation based on Metcalf¡¦s Law, social media capabilities and intensive interview with eTop platform developers, researchers and practitioners. With these proposed strategies, the eTop managing team can have better understanding and preparation for eTop operation, and thereby enhance the effectiveness of knowledge acquisition, assimilation and exploitation for practitioners.

The core of biotechnological industry is biomedical products which are related to health and life and need clinical trial. Laboratory data are collected during different stages of clinical trial. Laboratory data are provided by laboratories which are accreditated internationally. Most of medical laboratories in Taiwan are not accreditated. This exploratory research is to understand the change of healthcare envirovement and the stratege of accreditation to be taken when we develop the biotechnological industry which needs to be accreditated. We used questionare as a tool and mailed 616 and received 152. The statistical methods are descriptive and nonparametrical statistics. The results show as following: 94.7% of the responders agreed to have Taiwanese own medical laboratory accreditation system which should be approved by the Department of Health. The surveyors of hospital accreditation are appraised. Most of the responders (89.5%) did not agree the replacement of professional peer review by physicians without clinical laboratory training. The quality and quantity of CNLA surveyors need to be improved. Continous quality improvement gets concensus of the responders. The certification of accreditation shall connect to the payment system of national health insurance but does not equal to good clinical laboratory. Most of the responders (88.8%) recognized that implementing medical laboratory accreditation system is a part of organization learning. ISO 15189 medical laboratory accreditation is the first choice of the responders (50.7%) and CAP-LAP is the second (28.3%). The reasons for implementing and not implementing medical laboratory accreditation system are improving quality and the change of hospital accreditation, and just applying hospital accreditation and not required by law. Key words¡Ghospital accreditation, ISO 15189:2003, CAP-LAP, program for improving biotechnology industries, contract research organization, business strategy, organization learning.

¡@¡@Business strategy may lead the organization and people to achieve the strategy goals and let the stakeholder know the reason why the organization exists and the motive why people fight for missions. Therefore, business strategy management should be able to describe the business strategy clearly in order to assist to consolidate each point of view and enable business strategy achieve synergy effects. ¡@¡@The strategy map, adopting word, graphic and process languages, is used to describe the business strategy. However, the implementation and consolidation of these languages have problems that they cannot integrate business organization¡¦s ¡§Structure View¡¨ and ¡§Process View¡¨ together. ¡@¡@This research uses Strategy Architectural Description Language (SADL) to construct an Business Strategy Architecture-Oriented Integrated Model (BSAOIM) which utilizes the ¡§Union of Structure View and Process View¡¨ to enhance the insufficient description capability of the strategy map. ¡@¡@The result of the study shows that BSAOIM is from the huge view to the microcosmic, from whole to some merger strategy thinking. By SADL to consolidate business exclusive Strategy Architectural Diagram (SAD), The SAD integrates organizational structure and business process closely and provides various points of views to transform implicit into explicit knowledge, which is a paramount description tool that can transform the abstract concept into real system and enable the organization and people, under the instruction of strategy, implement strategies successfully.

<p>Today’s businesses face a competitive war; conceptually, similar to the ones in ancient times. The arena in which this war is battled is the market and it is characterized by being highly dynamic and uncertain. The enemies to be beaten are the competitors who use their core competences (weapons) to conquer the customers’ orders. But no battle is won by chance, neither in business. So, there is a need for a strategy that provides the chance to defeat the enemy by gaining a sustainable competitive advantage over him. The question is: how to do it?</p><p>The functional investments, mainly in marketing and manufacturing, need to be aligned with the mainstream strategy (business strategy) so they pull all together in the same direction. The existing literature links these strategies in pairs but not at the same time.</p><p>In this study, an analysis of such alignment approaches will be the base to create a model for the simultaneous fit of business strategy, marketing strategy and manufacturing strategy, and to provide some suggestions on how to achieve this match in practice.</p><p>Product design strategy will play a key role in order to attain the overall alignment.</p>