TFT-LCD industry has been developing rapidly in Taiwan over last several years. Because of a large amount of investment and output value in TFT industry, it become one of the most important industry which droved relative industrial development. Japanese and Korean are known as the leading manufacturers in TFT-LCD industry. The TFT-LCD firms in Taiwan suffered difficult industrial environment. They compete with both Japanese and Korean, and earn low or negative profits. What are the company¡¦s prior strategic commitments in the face of environmental change? The purpose of this paper is to study TFT-LCD firms about their business model and strategic performance, and try to analyze the key factor of success basing on strategic management theory including ¡§five force model¡¨, ¡§resource-based theory¡¨ and ¡§resource dependence theory¡¨ etc. We may learn some lessons from firm¡¦s experiences both of success and failure, and find out why some business can be so successful and some else can¡¦t. Another important aspect of this study is to assess TFT-LCD firms¡¦ strategic performance basing on financial information, and analyzed the relation between business strategy and financial performance. For a company to have distinctive competency, it must at a minimum have either ¡§a unique and valuable resource and the capabilities necessary to exploit that resource ¡¨ or ¡§a unique capability to manage common resources¡¨. A company¡¦s distinctive competence is strongest when it possesses both unique and valuable resources and capabilities to manage those resources. This study tries to contribute to competitive advantage of Taiwan¡¦s TFT-LCD industry.

Recently, with the relocation of major international trades fromEuro-America to Asia, all Asia-Pacific countries have been building moreand more harbors to compete for trade opportunities. Among them, Chinais an outstanding case. In this wave of harbor booming, the number ofcontainers in Kaohsiung grows stagnantly. As a neighboring country to those developing area, we should feel threatened. There are various keys to the successful management of harbor. Efficiency of operation is the major concern of most shipping companies. Aside from facilities and equipments, efficiency of ports operation must also depend on management. In this thesis, I propose that the electronification of operation procedures and information exchange is the key to efficient management and the building of a new business model. In this paper, I use Kaohsiung Port as my case of study. Employing Inter-Organizational system structure analysis, I will first analyze the business challenges Kaohsiung faces as well as providepossible response strategies. Through methods of management and support of information technology, how can we create a more competitive organization? Secondly, through interviewing different shipping companies, I will know to what degree the management and information exchange has been electronified.I propose that a new information platform must be built up to fasten operation and improve ports logistic issues. In this thesis, I will show that single service platform of ports operation, electronification of management and the establishment of new e-business model of operation can help to make ports operation more efficient and therefore enhance capacity for competition. Based on this model of management, I will conclude that this strategy can also be applied to ports with similar structure.

ABSTRACT The small & median enterprises that possess elasticity and efficiency always play to very important roles in the economic development of Taiwan. However the small & median enterprises hold technology and R&D ability in start-up stage, which are more fragile and to wait their maturity. Beside their business scales, markets, capital and human relationship networks are less. They face to be high uncertainty and market competition from start-up to firm business all the time. They are very careful under these situations, but still fail after all. Incubators are sponsors help entrepreneurs or start-ups that have originality, technique and potentiality to give some supports in early stage that lacks experiences, capital, resources and reputation. In order to achieve diversification purposes such as job creation, assisting the economic revitalization of an area, creating wealth, fostering new product/enterprise and so on. We expect from development experience of foreign incubators to base on " an advice from others may help one's defects" viewpoint. To conclude a successful business model of incubator through researches of relevant literature and depth interviews of experts. Our discoveries of researches as follow, ¡¯The importance of incubator successful business model take turns¡G 1.Clearing business missions/purposes. 2.Recruiting excellent managers who can run an incubator to regard as a business. 3.Offering services and helps for tenants. 4.Drawing up a feasibility/business plan that can attract investors. 5.The board of directors that can promise missions/purposes and help to elevate competence. 6.Maintaining 3 to 5 years finance. 7.Obtaining helps and supports of stakeholders, further develop to become a networked incubator. Furthermore the supports and participation of school decision makers are very important because the generalities are academic incubators in domestic. ¡¯The best important item of incubator successful business model in individual condition discriminates¡G 1.Clearing business missions/purposes.¡G"commercialize key technology" 2. Drawing up a feasibility/business plan that can attract investors.¡G"strategy" 3. The board of directors that can promise missions/purposes and help to elevate competence.¡G"accumulated resources in past practice experiences" 4.Recruiting excellent managers who can run an incubator to regard as a business.¡G"entrepreneurship" 5.Offering services and helps for tenants.¡G" technology & talent support" 6.Tenants' entrance criteria¡G"demonstrated business capability of principals" 7.Maintaining 3 to 5 years finance.¡G"self-sufficiency in a proper way " 8.Obtaining helps and supports of stakeholders.¡G"industries" 9.Developing key of a networked incubator.¡G" preferential access to potential resources and partners than competitor from network." Suggestions¡G 1.Creating incentives in order to conduct continuously for academic incubators and professors and managers. 2.Local governments should play more aggressive roles for the development of incubators, and integrate a distinguishing feature of universities and local industries. 3.To encourage development and collaboration of private incubators through governments' reward and taxes reduction. 4.The incubation objects should reinforce to foster traditional businesses that have upgrade and transfer pattern wishes except start-ups. 5.Incubators should promote incubation outcomes to internal and external market through internet or trade organizations. 6.The institutions or organizations of abroad successful incubator are invited by Small & Median Enterprises Development Fund to guide or transfer technologies.

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Mainland China is an emerging market. The labor cost is very cheap in the market, and the growth rate of market is high. For saving manufacturing cost and expanding business, many companies, including those from Taiwan, invest in Mainland China. For fulfilling a great amount of demand in IC and encouraged by China government, SMIC has established a foundry in China. TSMC and UMC also plan to set up their foundries there in 2002. What is the best strategy and how to compete are the most things the Taiwan companies concerned, since the foundry industry in Mainland China is developing. This study is based on the Diamond Model (Porter, 1990) and foreign invest theories, and tries to analyze the foundry industrial structure in Taiwan and China. This study also finds out the strategic considerations, which can explain why Taiwan foundry companies invest in China. Then this study predicts the situation of the development of foundry industry in Mainland China in the future. Finally, the study tries to suggest better strategies to Taiwan foundry companies. This study finds out the strategic considerations of Taiwan foundry companies when they invest in Mainland China. They are: 1.Ownership advantage of technology, capacity and service; 2.Location advantage of the market potential in China and reward offered by China government; 3.Internalization advantage of setting up a wholly owned subsidiary; 4.Competitive pressure in foundry industry. The strategic suggestions are: 1.Being the leading company in Mainland China; 2.Using the resources of China market; 3.Focusing on foundry; 4.Cross-Strait joint production. Making use of these four suggestions, Taiwan foundry companies will enlarge the market share in the worldwide foundry market.

The Internet booming has changed the traditional way of doing business. Following this trend, the enterprise in general pursues competitive advantages through developing electronic commerce solution for its business. The favorable conditions such as the maturity of technology, the growth of Internet population, and changes in customer needs have prompted many life insurance companies to adopt business models to grasp opportunities in the Internet area. This research is concerned about the Internet business model for life insurance. Value Chain analysis is first employed to explore the impact of Internet on the life insurance industry. Then brainstorming is sought from domain experts to discover value created in electronic commerce applications. As an evaluation methodology where hard data may be rare or unavailable, the Delphi method is applied to obtain the consensus of experts about the impact and value brought by implementing electronic commerce in life insurance industry. In the final analysis, product innovation, infrastructure management, customer relationship management were employed as major dimensions to analyze results from the Delphi survey. The propositions concluded for constructing the business model are as follows: First, as information technology becomes more accessible, life insurance company can provide promotion online, insurance purchase online, discount of insurance fee and customer service online to target customers in different markets. Second, life insurance company must do business process reengineering when they decide to adopt electronic commerce. Third, life insurance company can view the Internet as an information-based channel, which can provide transparent and immediate information and then can provide the personal facility for customer to raise customers¡¦ trust and loyalty. Fourth, as the electronic commerce environment of the life insurance industry as a whole is not mature yet, the current implementation of relevant business models is aimed mainly for cost reduction. In summary, the research suggests that life insurance company should redesign the business process to cooperate with insurance purchase online and sales agents should transform toward the role of providing consultation services to their customers.

This study is to discuss the small and medium enterprises¡¦ business model through systems thinking. In the study, we try to find the casual loop diagrams of all art tutorial schools¡¦ business models first. Then we use systems thinking to analyze how the art tutorial school leaders¡¦ business concepts help him to run the art tutorial school so well. And we get two points. Firstly, through casual loop diagrams¡¦ analysis, we found that a constantly growing art tutorial school must prepare enough both high quality and quantity teaching resources. Do not extend before you prepare your teaching capacity, otherwise you¡¦ll lose customers¡¦ trust. Secondly, in daily business running, the leader should tell his employees what his business concepts are and how to fulfill them to overcome the business¡¦s limitation. In this case, the leader thinks one must have these three business concepts: (1) The more you give, the more you¡¦ll get; (2) People should consider others before themselves; (3) With virtue, people can create great artistic creations. Through good business concepts and an integral dynamic cooperation, the business would grow up in a constant way.

Business consultancy mainly offers consultation such as general managing, manpower training, analysis, planning of system and improving, services of coaching to enterprises. How the business consultancy firm let one's own consultants possess enough knowledge, experiences and technology will influence the development of the business consultancy firm. As to small-scale business consultancy firms, they employ less employees so most of them are unable to execute as the models and methods of regular human resource management; however, if only the medium and small business consultancy firms still need to hire consultants, they have to deal with the practical process of human resource management. This research is analyzed and summed up to actual practices of human resource management of small-scale business consultancy firms of Taiwan in-depth interview way. This research finds out the result to the present situation of the business consultancy firm, and realizes the application in the practice of human resource management in small-scale business consultancy firms. Sum up the following conclusions finally: 1. The method characteristic of employing talents: In knowing-well prerequisite, don't use the disclosure employee channel; recruit the staff according to the development of business, pay attention to the staff's initiative study, and use staff's efficiency to maximize. 2. The method characteristic of fostering talents: There isn¡¦t the norm of educational training in stipulation and the way of master and apprentice. 3. The method characteristic of retaining talents: It is not a reward and simple system rule of the money.

In Taiwen, several creative markets which called Fashion Markets were growing quickly after 2005, in the same time, Taiwan government started to promote the cultural and creative industry. Therefore, many people held Fashion Market to cooperate with the policy. However, Fashion Market declined in the late of 2007 because of the massive consumption. Would Fashion Markets be another kind of Portuguese egg tart in and an expense phenomenon in Taiwan? This study attempts to understand the possibility whether Fashion Markets can run on the internet from the view of electronic commerce management. From references and cases interviews, this study discovers the characteristics of internet quite match Fashion Markets. On the internet, Fashion Markets can mainly develop into three forms: 1. The Clicks-and-Mortar sales platform. 2. The virtual community with creation spirit. 3. The comprehensive platform with sales and shows. The characteristics of internet, like Low Cost and Information Spread, let Fashion Markets to rest, and gather designers from Taiwan to sell and share their work on the internet. On the other hand, the website administrators cooperate with other businesses, not only the designers have a opportunity to show their impressive talents, but also the populace can see many cultural and creative works from Taiwanese designers by these cooperating activities. The spirit of Fashion Markets is not only sales, but also a display stage which can use their creativity heartily. If the internet can help Fashion Market in its complete development, it will generate precious nourishment for Fashion Market in Taiwan. Otherwise, Fashion Market would only become an expense phenomenon in a short run. It just likes the important sustenance to cultivate Taiwan creative culture.

The research question is formulated as “what are the key success factors making a mobile game become a big success in China? ” to view the key success factors behind new launched mobile games and how company’s business model and marketing strategy that bring them into and help them succeed in the China market.   A qualitative method with the deductive approach has been using in this paper to be able to answer and interpret the studied questions. Four in-depth interviews were conducted to collect the primary data, which have been following as the purpose is to do a cross-case analysis to identify the similarities and difference of each company behave their business model and marketing strategy, to contribute game success in China market.   The main factors contributing to the success of mobile game in China market including internally strategic factors and externally tactic factors. Technical skill and resource, R&D ability and market knowledge and experience as the internal key success factors behind mobile game success in China. The mobile game companies use localization, wide distribution channel collaboration and social integration to suit the market needs and requirements.   From the results of the study have been identified to as to how is the business model for the China mobile game market. Through collaborating with abroad local distribution channel can increase their knowledge capacity of the local market to create a better value proposition. In China mobile game market, social integration and cross promotion can be seen as very important and through collaborating firms can work around these factors and create, capture and deliver better value to the customers.