Global society is threatened by many social and ecological challenges, together they form a complex environment defined in this thesis as the sustainability challenge. Organizations have a major impact on this challenge, with business strategy being the leverage point. This thesis identifies the gaps and recommendations to address those gaps to strategically move organizations towards reaching a sustainable society. The <IR> Framework by the IIRC is a reporting structure and method that includes sustainability elements within a business orientated context. Through 20 interviews, report comparison and system analysis we have generated the results. These highlight gaps with regards to planetary limits and lack of directing organizations towards sustainability. Based on the findings we conclude that <IR>can be a steppingstone by introducing organizations to sustainability elements within business language. However, <IR> cannot be used as a standalone tool to reach a sustainable society. <IR> does assist and succeed in making organizations more strategic, which prepares them to move to sustainability. Overall, organizations acquire a broader perception and understanding regarding non-financials. Recommendations include integrating systems thinking, formulating ‘success’ and back casting from it to strategically prioritize actions; also referring to other tools and concepts that can assist in niche areas within <IR>.

O objetivo central desta tese foi investigar a forma através da qual as estratégias competitivas são formadas nas empresas paulistas atuantes no setor secundário da economia. Chama-se de formação o processo que dá origem às estratégias sem supor, no entanto, que haja uma formulação sistemática de tais decisões empresariais. A literatura sobre este assunto tem se apresentado fragmentada e unidimensional. O presente trabalho procurou contribuir para a solução de tais limitações por meio de uma abordagem conceitual e metodologicamente múltipla. Empreendeu-se uma investigação em duas fases: (1) uma enquete através de questionários de autopreenchimento em 354 empresas e (2) um estudo de caso único. Através deste tratamento metodológico e da proposicão de um modelo de entendimento em cinco dimensões, procurou-se trazer uma contribuição de visão geral ao fenômeno da formação de estratégias. Os resultados indicam que as empresas enxergam seu processo estratégico como preponderantemente deliberado, apolítico, racional e marcantemente imposto pelo ambiente. Contudo, tais conclusões não são nem homogêneas às empresas do universo nem conceitualmente definitivas, haja vista que os indicadores construídos para medir tais dimensões não apresentaram valores contundentes e manifestaram fortes desvios às médias. Ao contrário, os resultados demonstraram que as teorias preponderantes não são completamente condizentes à realidade brasileira. No que tange à associação com o crescimento do faturamento bruto anual, verificou-se significativas embora fracas correlações entre este e a utilização percebida de racionalidade e discricionariedade diante do ambiente. Assim, as empresas com maior crescimento de seu faturamento bruto entre os anos de 2006 e 2007 foram aquelas que afirmaram ter avaliado sistematicamente suas alternativas estratégias, desenvolvido planejamento formal e estudado cuidadosamente o ambiente. As firmas com menos resultados, por outro lado, tiveram a implantação de suas estratégias politicamente obstruídas e seu conteúdo determinado por forças externas. O estudo de caso, em termos gerais, indicou as mesmas respostas. A principal recomendação prática oriunda desta tese refere-se à necessidade de implantação de uma abordagem ambidestra. Isto é, implica no desenvolvimento de planejamento estratégico formal para as ações de longo prazo, mas contempla a permissão que estratégias emergentes sejam criadas no dia-a-dia corporativo. Em adição, prescreve-se que se evitem decisões politicamente orientadas e recomendam-se ações objetivando o aumento do poder econômico. Estes foram os principais resultados da tese. Apesar destes achados, sabe-se que a antiga questão sobre como são formadas as estratégias continua em aberto e sua resposta parece, também, depender das especificidades de cada empresa. Apesar de tais limites, espera-se ter oferecido uma contribuição ao mundo empresarial e aos pesquisadores sobre o tema. / The central objective of this thesis was to investigate the manner in which competitive strategies are developed in Brazilian companies, in the state of São Paulo, in the secondary sector of economy. The process which gives rise to these strategies is called formation without, however, suggesting that there is a systematic formula to decision making. The available literature on this topic is fragmented and one dimensional. The present work seeks to offer a solution to remedy this limitation by means of both a conceptual approach and a multiple methodology. The investigation was carried out in two stages: (1) a survey through questionnaires answered by 354 companies and (2) one case study. Through this methodology and the proposal of a five-dimensional model of comprehension, the study tries to provide a general view of the phenomenon of strategy formation. The results show that companies regard their strategic process as being predominantly deliberated, apolitical, rational and markedly dictated by the environment. However, such conclusions are neither homogeneous in the universe of companies nor conceptually definitive considering that the indicators built to measure such dimensions did not present distinctive values and deviated considerably from the average. Quite the contrary, the results have shown that the predominant theories do not correspond closely with the Brazilian reality. Where there is a connection with the growth of the annual gross revenue, significant - though weak correlations were verified between the latter and the perceived use of rationality and discretionarity. Thus the companies with higher gross revenue growth between the years 2006 and 2007 were the ones that declared assessing their strategic alternatives systematically, developing formal planning and studying the environment carefully. The companies with lower results, on the other hand, were politically deterred from implementing their strategies and their plans were determined by external forces. The case study revealed the same results in general. The main conclusions of this thesis refers to the need of implementing a dual approach: developing a formal, long-term strategic planning while allowing for emerging strategies in the daily corporate routine. Furthermore, politically oriented decisions should be avoided and actions aiming at strengthening economic power are recommended. However, in spite of these findings, the question of how strategies are developed remains open and the answer also seems to depend on the specific characteristics of each enterprise. Despite this, it is hoped that this thesis proves to be a useful contribution to practioners as well as researchers.

Inseridas num cenário altamente competitivo, as organizações primam pelo alcance da vantagem competitiva sustentável (VCS), embora essa última seja, cada vez mais, efêmera. Nesse contexto, surge o customer relationship management (CRM) como estratégia de negócio. Fundamentado no marketing de relacionamento personalizado e na infra-estrutura da tecnologia de informação, o CRM representa uma solução para viabilizar o alcance da VCS. Entretanto, deve-se enfatizar a relevância dos processos organizacionais e das pessoas, visto que eles compõem a empresa que adota a estratégia do CRM. Por outro lado, observa-se que o assunto sobre a gestão do relacionamento com o cliente destaca-se nos ambientes da academia e do mercado. Desse modo, esta pesquisa tem como objeto de estudo a estratégia de CRM, apresentando como objetivo geral a proposta de um modelo para planejar, implementar e acompanhar a estratégia de CRM. Este trabalho caracteriza-se como sendo uma pesquisa exploratória de abordagem qualitativa, utilizando a pesquisa bibliográfica e a pesquisa de campo como procedimentos para o alcance do seu objetivo geral. Nota-se que, inicialmente, a pesquisa bibliográfica aborda os aspectos gerais sobre o CRM e, mais adiante, o enfoque representa os modelos e/ou abordagens da literatura sobre o planejamento, a implementação e o acompanhamento dessa estratégia. A partir da revisão bibliográfica e da pesquisa preliminar de campo, foi desenvolvido o protótipo do modelo final que, em seguida, foi submetido às críticas, sugestões e considerações de especialistas, durante a segunda etapa da pesquisa de campo, conforme o método de pesquisa apresentado. Sendo assim, a consistência e a aplicabilidade do modelo foram constatadas, considerando-se o modelo proposto (um conjunto de etapas seqüenciais) um método para planejar, implementar e acompanhar a estratégia de CRM. Porém, algumas limitações foram observadas e, por último, foram sugeridas algumas atividades futuras, percebendo-se a vanguarda do CRM e a carência do mercado. / Inserted in a very competitive scenery, the organizations excel by achieving the sustainable competitive advantage, although it has been more and more ephemeral. In this context, appears the customer relationship management (CRM) as a business strategy. Based on the personalized relationship marketing and on the information technology infrastructure, the CRM represents a viable solution for achieving the sustainable competitive advantage. It must be emphasized, nevertheless, the relevance of the organizational processes and the people, once they constitute the company that adopts the CRM\'s strategy. On the other hand, it is observed that the matter of managing the relationship with the client, stands out in the academic and market environments. In this way, this research\'s object of study is the CRM\'s strategy, presenting as general objective, the proposition of a model for planning, implementing and following the CRM\'s strategy. This work is characterized as an exploratory research of a qualitative approach, using the bibliographical and field researches as procedures to achieve its general objective. It can be noticed that, at first, the bibliographical research approaches the general aspects about CRM and further on, the focus represents the literature models and/or approaches about the planning, implementation and follow up of this strategy. Based on the bibliographical revision and preliminary field research, it was developed a prototype of the final model that was submitted to specialists\' critiques, suggestions and considerations, during the second phase of the field research, in accordance with the research\'s method presented. This way, the model\'s consistency and applicability were verified, considering the proposed model (a set of sequential phases) a method to plan, implement and follow the CRM\'s strategy. However, some limitations were observed and finally, some future activities were suggested, noticing the CRM\'s vanguard and the market\'s need.

This thesis is about exploring the suitable business model framework for open innovation projects in incumbent organizations like Ericsson. Due to the rise in global competition and digitalization incumbent companies cannot innovate in closed innovation systems. Open innovation accelerates the flow of internal and external knowledge for expanding to the new markets by the use of innovation. Companies need reliable and working tools to innovate their business models. Along with technological innovation, business models also play a dominant role in businesses. Companies need to protect their business models by building them strong.  Through making them hard to replicate for placing companies ahead of their competition. Companies employ the business model to understand value creation, delivery, and capture mechanisms. Open innovation explicitly incorporates the business model as a source of both value creation and value capture.  Later role of the business model is to enable the organization to sustain its position in the industry(West et al. 2006). The content of the thesis is explaining how the early stage startups and innovation projects are building their business models in incumbent organizations — then developing a suitable business model framework for such projects in incumbent organizations to building their business ideas.  Using design thinking methodologies proposed a business modeling approach with existing tools from the literature for creating a viable business model and using a value-based approach to quantify the value propositions by understanding value delivered to the customer and developing capturing model.  By converting those values in monetary terms, it makes it easy to propose a value-based price for the solution. Through this thesis, the author has introduced a framework and process model for business modeling by early stage projects. The contributions were in empirical findings and analysis focused on design thinking-based business modeling approach for MVBM framework and process model.

銀行業是以公共利益為依歸的服務業，與社會經濟活動息息相關，所以在經營上受到政府法令的嚴密管制。近年來由於我國金融環境趨向自由化、國際化，各項金融法規隨之放寬，因而導致銀行業競爭日驅白熱化，傳統的銀行業務愈來愈難以為繼，銀行業者亟需提升本身競爭實力，以迎接環境的挑戰。本研究主要以司徒達賢所設計的「策略矩陣分析法」，進行我國銀行業之產業與競爭分析，從而提供銀行業者在經營實務上的策略建議。 　　本研究預期之研究成果為：一、利用策略矩陣分析法，進行我國銀行業之產業分析。二、利用策略矩陣分析法，針對銀行業者進行事業策略之分析。三、對國內銀行業者提出經營策略上之建議。 　　本研究採取定性的個案研究法，以國內的五家銀行（臺灣中小企業銀行、上海商業儲蓄銀行、富邦商業銀行、花旗銀行、法商百利銀行）為個案。主要研究方式是針對各個案銀行的策略作法做一歷史回顧，並針對策略上之轉變進行階段的劃分，將各項策略作法解析為各種策略要素之組合，並在策略矩陣上以圖示方法表現出來，同時檢討各策略所對應之環境前提與條件前提，以明瞭各項策略作法背後的邏輯觀念與各家銀行之策略構想。 　　本研究的結論如下： 　　．不同條件的銀行，處於相同環境之下，其主要經營策略有相當程度之差異。 　　．採行不同策略的銀行，所認知的攸關環境前提與條件前提並不全然相同。 　　．我國銀行業者的策略變化，其原因通常是由於環境的變遷，而受本身條件的影響則相對較少。 　　．環境與條件前提的適當配合，才能使銀行的策略達成預期效果。 　　．資金、人力資源、與專業能力是銀行業的重要資源。 　　．不斷尋求產品類型的多元化或創新，以及服務品質的提昇，是大多數國內銀行業者的策略方向。

汽車業是一項很複雜的工業，發展百年至今，已經出現了三套管理哲學，從早期的歐洲匠藝式生產，到美國福特的大量生產，一直到最近的日本豐田臨界式生產，不但影響汽車業本身的經營方式，更根本改變人類的生產觀念。正因為汽車業經營的複雜性，所要考慮的策略變數很多，因此過去對其相關的經營策略研究亦特別多，但是由於缺乏一套完整的分析架構來整合這些有價值的研究，使得在實務上擬定策略時常有掛一漏萬之憾。因此運用「策略矩陣分析法」這個嶄新的整合性策略分析架構，將汽車業策略擬定所要考慮的變數整合到這個架構內，使決策者的策略思考更加週延，便成為本研究的主要動機所在。 　　本研究的目的在於：一、形成國內汽車業策略矩陣，並整理出相關的產業策略要素；二、解析個案公司策略演進階段中的各項策略要素；三、解析個案公司各項策略要素背後的環境前提及條件前提；四、經由上述分析，嘗試對國內汽車業未來的經營策略堤出建議。 　　本研究是採定性的個案研究法，以國內的四家汽車裝配廠（中華、裕隆、羽田、太子）為研究對象，研究方式是對個案公司的策略作法做一歷史回顧，並將各項策略作法解析成各種策略要素，整合到策略矩陣架構內，以明瞭各項策略作法背後的邏輯觀念，並藉此說明策略矩陣分析法對擬定汽車業經營策略的週延性。 　　本研究的結論如下： 　　．由國內汽車廠的策略演進來看，他們都是採「成長」的策略。 　　．各家車廠所採的成長模式不同。 　　．各家車廠由於其策略不同，所認知的攸關環境前提亦不完全相同。 　　．各車廠所重視的策略要素不完全相同，即使同一策略要素，其實際作法也未必相同。而同一策略要素，在不同時期其實際作法也會有所差異。 　　．「與合作廠商或機構關係之掌握」，是四家車廠所共同關注的策略要素。 　　．「規模經濟的無法發揮」是國內汽車業發展的主要瓶頸。 　　．綜效的追求與資源整合是國內車廠未來降低成本的主要方向。 　　．企業經營策略，必須要能配合相關的環境前提及條件前提才能成功。 　　．產業的關鍵環境前提會隨著時間及其他外在力量的影響而改變，進而影響企業策略的制定，而針對同一項重大的環境衝擊，企業間的因應策略也不完全相同。

我國的廣告代理業在外商廣告公司的加入及刺激之下經歷了多次的改變，從早期的業務員掮客制度到現在廣告機能成熟的綜合廣告代理機制，其實都是許多業者不同策略作為所塑造的結果，由於廣告業為引申性需求產業，其榮枯與否多半和廣告主的滿意程度有關，所以以往的研究多半是偏重在廣告效果的探討，但是其實在高度顧客導向的產業，尚存在多可供策略創新的領域，足以使高度競爭下的業者能夠生存的比較好，為了避免廣告代理業者在策略思考時有掛一漏萬的遺憾，所以本研究側重在運用『策略矩陣分析法』做演練，將廣告代理業者實際決策時可納用的各種變數含進此架構中，以供檢討及激發策略走向之用。 　　本研究的目的有七，分別為：一、歸納廣告產業的產業價值鏈及攸關的產業策略要素。二、透過廣告產業策略要素分析，找出在不同策略群組下各別使用了哪些策略要素以找出產業及組間的主要特色來歸納出產業關鍵成功要素。三、透過廣告產業價值鏈及策略群組，說明各相關廠商的競爭地位。四、描述受訪廠商在面對環境衝擊時的個體及策略作為。五、整理產業的發展軌跡對應的各種前提。六、提出對廣告代理產業未來發展之建議。七、檢驗策略矩陣分析法在服務業的合用性及提出進一步改良的建議。 　　本研究主要是採個案研究法，以國內六家廣告代理業者為研究對象，研究方法是將各個案公司的過去作為拆解為不同的策略要素，並訪問其作為對應的環境前提及條件前提，再將之整合到策略矩陣的架構之中。本研究的結論如下： 　　一、廣告代理業者所重視的策略要素不盡相同，在不同的總體環境及產業環境前提下，廣告公司會採取不同或是相同的策略要素，完全視其對條件／環境的感受而定。二、廣告公司前期的策略會影響廣告公司下一階段對條件人環境的感受。三、檢視不同廣告公司在不同的時段都重視的策略要素，可以發現產業業者的經營重心及可供精進的領域。檢視同一廣告公司在不同時段都重視的策略要素可以發現公司的策略性核心資源。四、對應了不同前提，廣告公司會採取不同的策略構面因應，由於前提約有效性隨時間之改變，會使企業前階段的策略正確性下降，促使企業採行新的策略成為，讓下一階段的前提與策略更加吻合五、針對某一項重大的環境衝擊，企業由於本身條件的不同，是以採用的因應策略會不盡相同，即使採行同一策略要素，但實行上的做法也不一定一樣。六、每一個策略群組成員掌控的價值活動不同，提供了業者合作及聯盟的空間。七、廣告公司擬定策略方案的基本傾向，是較偏重資源基礎或是外界環境機會的掌控，袖規模並沒有絕對關係。 　　本研究對廣告代理業的建議為： 　　一、大型廣告代理業者應致力於傳播集團綜效的發揮，使經營成本降低。 　　二、廣告代理業者應專注於人力加值的價值活動 　　三、中小型的廣告公司應走專門化路線。 　　四、研擬產業共識的管道及網路關係應盡早建立。 　　五、利用地理區域局部優勢連續轉進

本研究乃由檢視資訊硬體產業環境開始，透過產業發展沿革、歷程、階段及競爭現況的資料及相關文獻，對產業的現況與經營內容有初步的了解。其次，藉由資訊硬體產業價值鏈的開展及探討，了解產業中作業流程的詳細狀況，並藉由專家意見及文獻資料的整理，配合策略矩陣中所發展之策略形態六大構面，及產業價值鏈整理歸納所得的內容，來進行產業的策略點及策略要素的分析。對產業內所有產業靜態及動態的策略作為及特性，作詳細的探討。並根據產業分析所得的策略點及策略要素，配合個別公司境條件、前提的檢驗，來檢視個別公司所採取的策略作為。 　　本研究的目的有五：1.我國資訊硬體產業中，廠商的事業經營策略構想為何？這些策略構想背後所持的理由為何？2.這些策略構想是如何與環境的變動及廠商本身的條件相配合的？而策略構想或策略作為間之因果關係為何？3.企業運用這些策略作為或策略構想？是想達成怎樣的目標？或建構何種競爭優勢或競爭武器？4.資訊硬體產業中，企業用以競爭的武器或優勢有那些，它們是如何形成的，是如何確保的，會達成怎樣的效果？5.運用「策略矩陣分析法」是否會使上述問題及策略構想之分析更為便利與豐富？ 　　本研究採用深度訪談配合個案研究法，針對國內資訊硬體產業中廠商為研究對象，作產業之分析。並以四家在國內具有代表性之廠商為個案研究對象，作個案之探討。結論如下： 　　一、隨著廠商階段性的任務不同，廠商所採取的策略要素亦不大相同。 　　二、好的策略構想，必須要符合環境前提及條件前提。 　　三、由個案分析的結果顯示，就時間的連續性而言，策略的構想是根據環境、條件所做一連串策略的組合。 　　四、由個案分析中可以發現，每家公司根據其所面臨之環境及本身之條件之不同，所採取之策略構想亦不相同。 　　五、針對產業中廠商常用之策略要素及競爭武器作一評估整理，及針對產業內自有品牌之爭議作一分析整理。

本研究主要目的是為探討台灣服飾產業，曾經在 60.70年代為台灣外銷出口創下佳績，同時也帶動上游紡織布業的發展，和設計新穎圖案的專業研發，以及印染業的技術突破，更甚至影響下游產生另一批輔料業者，大小廠家不下數萬家。 所謂輔料也就是成衣副料/零配件，但是隨著 80年代台灣經濟成長，薪資上漲，幣值的升值等因素，這些勞力密集的產業遂被中國大陸與東南亞、中亞、中南美、非洲等開發中國家逐漸取代，競爭力盡失。曾幾何時這些為台灣出口創匯立過汗馬功勞的尖兵們，如今多流落異地他鄉各自求生存。 台灣服裝輔料產業整個幾近空洞化，這個產業鏈可以從台北市的迪化街布市及永樂市場布匹批發市場現今的景氣窺知一二。從鼎盛時期到如今零星錯落，盛景不再令人唏噓。 本人身為服裝輔料行業其中一份子，深感此行業沒落。因此就以本公司PK實業為個案，營運三十多年來的心得想法，經歷過營運重心的遷徙轉換策略，尚得以殘存至今，同時經兩年來EMBA 課程的薰陶洗禮，遂有把數年來公司運作經驗與理論結合的念頭，從學術觀點探討下一步該有的經營策略與轉型升級。 / The main purpose of this study is to investigate Taiwan's fashion industry, once in the export of Taiwan's exports of 60.70 era a success, but also led the development of upstream textile fabrics industry, and design new patterns of professional development, and printing and dyeing industry, technological breakthroughs, more and even affect Downstream industry produces another batch of materials, size, no less than tens of thousands of manufacturers. The so－called clothing accessories that is material/spare parts, but with economic growth in Taiwan 80 era, wage inflation, currency appreciation, and other factors, these labor－intensive industries was considered by the Chinese mainland and Southeast Asia. Central Asia. Central America and South America. Africa ... and other developing countries, gradually replacing, competitiveness lost. Once upon a time they set off or Taiwan's export contribution of the pioneer who is now living on their native place more than their survival. Taiwan's garment industry, the near－emptying clothing accessories expected, the industry chain from Taipei City Tihua Street and Wing Lok fabric cloth wholesale market economy obvious visible in today. From its heyday to the present sporadic scattered, not spectacular Cause for regret. I expected as a garment industry in which Deputy member of deeply personal pain. therefore PK Industries of the Company as a case, thirty years of experience working the idea, the focus of migration experienced business transformation strategy, yet to be surviving so far, EMBA program by two years while the influence of baptism, then the company has put years of operating experience combined with the theoretical idea, the next step from the academic point of view of any business strategy and restructuring and upgrading.

台灣出口至俄羅斯的商品，機械類商品為前三大項目之一。本研究試以策略三構面分析，台灣機械產業進入俄羅斯市場的經營策略。另外，採用訪談法的方式，訪問有俄國經商經驗之台灣機械廠商，探析廠商拓展俄國市場之經營情形與發展策略。本文之研究目的有兩點：其一，藉由策略三構面，分析台灣機械產業經營俄羅斯市場的策略；其二，實地訪問台灣廠商，探悉其於俄國市場經營的實際策略。選擇1992至2010年，對俄羅斯市場有往來經驗且生產H.S. Code 84的台灣機械廠商為研究範疇。 研究結果顯示，現階段台灣機械業於俄國，主要以代理商的方式接洽，藉由台灣製造的品牌形象以及研發技術生產水準，在當地市場具有競爭優勢，台俄雙方以互信為基礎，建立良好合作關係。根據訪談調查，實際上，台灣機械廠商對俄國市場的拓商大多非主動接洽，是由俄國廠商尋找買主，與台灣方面合作。另外，受到自身的資源影響，以及本身對俄羅斯市場的熟悉度，會影響廠商在當地的經營發展策略，在不熟悉市場的情況下，廠商多採保守策略，以觀望的態度經營市場。 關鍵字：經營策略、機械產業、俄羅斯市場 / Russia inherits the industrial structure of former Soviet Union. Soviet Union devoted to develop military industry but ignored machinery industries for household use. In order to fulfill domestic demand, Russia imported lots of machineries from Germany, China, Italy and Taiwan and so on. As a result, machinery goods are the top three of total exported goods which Taiwan exported to Russia for the long time. According to the background above, this study attempts to research the business strategies of Taiwan machinery industry to the Russian market by strategic management. The method of study is interviewing Taiwanese machinery firms which trading with Russia for analyzing their strategy used to the Russian Market. The study period is from 1992 to 2010, and participants are Taiwanese machinery firms who produced H.S. Code 84, and traded with Russia. Currently, most of Taiwanese machinery firms choose to use agent as their entry model, selling machinery and make conservative decision to the Russian Market by agent. Due to Russia is an emerging market; Taiwanese machinery firms are not familiar with Russian in the scope of economy, politics, social culture and language. In Russia, Taiwanese machinery industry has core resources like price is reasonable than Europe countries, quality is better than China; they will be very competitive in the Russian market. Thus, in order to keep each other good business connection for a long time, Taiwanese machinery firms should build up honest and friendly relationship with Russian agents and clients aggressively. Keyword: Business Strategy, Machinery Industry, Russian Market