本研究之目的有四：(1)瞭解目前國內創業投資事業發展狀況。(2)探討創業投資事業的核心競爭力。(3)探討創業投資事業的投資風險傾向與投資策略，期能深入瞭解其投資行為模式，進而有益於其投資策略之制定。(4)探索創業投資事業的核心競爭力與投資策略之間關聯，配合其他考量的因素與屬性，以進一步瞭解其中的因果關係。 本研究屬於探索性個案研究，主要是藉由實地訪談國內績效卓越的創投業者，配合國內外相關文獻，以瞭解目前創投事業的發展，核心競爭力與投資策略的關聯。 經由理論與個案訪談，本研究得到以下的結果： (1)各家創投事業的核心競爭力或有不同，因此形成各自獨有的利基，並總括有七項的核心競爭力。 (2)創投事業的核心競爭力在於某些特定項目，則將導致某些的投資策略。 (3)由於臺灣創投事業發展環境的影響，創投事業所投資對象的行業分布主要集中在資訊電子業，且投資資金的撤出方式也採在股票公開交易市場出售的方式。另外，目前創投事業已漸有使用垂直整合的策略，以增加獲利。] (4)創投產業的關鍵成功因素為豐厚的人脈關係附加價值的提供。 / This paper attempted to (1) realize the current development of domestic venture capital business; (2) discuss issues related to the core competence exhibited i the business; (3) review investment risks and strategies for indepth understanding of investment behavior mode to help map out investment strategies; and (4) explore into the correlation between the corecompetence and investment strategies to identify the consequences in conjunction with other contributing factors and properties. As an exploratory case stdy, this paper ventures the fact finding essentially by conducting field interviwes with those local entrepreneurs have achieved excellent performance in venture capital and by referring to related documentation available at home and overseas to describe the correlation among present development of venture capital business, its core competece and investment strategies. Through the theory and case interview, findings of the paper are: (1) The core competence of each venture capital company may differ, thus to from individual niche, and there are in general seven types of core competence. (2) Should the core competence the focused on a specific area, certain investment strategies are formed accordingly. (3) For being subject to the particular environment, the development of venture capital business has been concentrating. In the industry of information electronic, and stack trading in the stock market has become the way to withdraw the funds initially invested while swinging to the vertical integration strategy for increasing profitability. (4) Wide and constructive contacts with the right, if not powerful, persons as well as the provision of add-ons have proved to be the key success factors of venture capital business.

自1955年Ray Kroc創立麥當勞以來，以經營家庭市場為麥當勞的基礎，並且藉由與家庭顧客的互動培養長期牢固的忠誠度，台灣麥當勞自1984年成立以來，深耕台灣家庭市場，創下許多餐飲業的首創，不但打下市佔率，也打下消費者心佔率，成為父母及小孩的第一選擇。 由於麥當勞全球迅速擴張導致單店營業獲利下降，因此麥當勞重新思考品牌重整，將品牌溝通重心轉向年輕族群，全球品牌再造計畫”我就喜歡”於2003年底全球同步展開，顧客群重心的調整加上大環境反速食的浪潮，考驗對家庭市場的經營方式及應變能力。 本研究以實務個案分析，採用質化研究，針對台灣麥當勞高階主管經營家庭市場經驗訪談，輔以理論之架構，予以逐項分析比較及歸納。家庭市場的交換價值影響母品牌的資產，母品牌的經營策略改變也影響家庭市場長久建立的資產，其研究目的有二：第一、期了解麥當勞運用家庭市場行銷方案（Family Program)，建立家庭市場地位並且將資產累積回饋母品牌。第二、研究麥當勞品牌策略轉向影響到經營多年的家庭市場，麥當勞該採取的因應策略。 麥當勞在強化家庭市場行銷活動4C的同時，也增加了母品牌強化4C的機會，轉嫁成為母品牌的資產；當策略焦點轉移，資源重新配置，品牌的4C將不完全是由家庭市場行銷活動4C來建立或維繫，也影響到家庭市場行銷活動傳遞產品及服務本身的4C，因此回頭檢視家庭市場行銷活動的4C時，發現家庭市場行銷活動4C出現一些缺口，而這些缺口，反而又回頭影響了母品牌的4C。 因此，在思考品牌的4C時必須採取根本解，而非症狀解，此外，當核心能力作焦點轉移時，需要重新思考或調整原有核心能力的續航力及基盤事業，最後，如何運用競爭優勢與社會利益共享，創造社會影響力，發揮最大共存效益。 / Since Ray Kroc built up McDonald’s in 1955, Family has been the core foundation of McDonald’s business. McDonald’s has established true loyalty with family customers by engaging and interacting with them at every touch point. McDonald’s Taiwan was established in 1984. Since then, it has been cultivating the family market to become the first choice of parents and kids. It occupies not only the top position of market share but also mindshare. Because of the rapid expansion of McDonald’s business worldwide, McDonald’s is confronting the first ever decrease of unit store profit. In reaction to this downturn, McDonald’s decided to slow expansion speed and take a step back to re-think and re-position its’ brand. McDonald’s launched the “i’m lovin’ it” brand campaign globally. Their brand communication focus shifted to Young Adults. Because of this shift and the growing anti-fast food trend, McDonald’s family marketing has faced its biggest challenge ever. This case study adopted qualitative research, interviewed top management in McDonald’s Taiwan and supported by theoretical structure to analyze this case. The exchanging value of family market influenced the equity of mother brand. Changing the position of the mother brand has also affected the value delivery of family market. The main objectives of this thesis are firstly to understand how McDonald’s has utilized family marketing to build equity of family market and be beneficial to the mother brand. Secondly, how the change of mother brand positioning affected the equity of family marketing building. Finally, what strategies McDonald’s should use to tackle these critical issues. While McDonald’s enhanced the 4C value of family marketing, it also added the 4C value of mother brand. 4C value of family market would transfer and become the equity of mother brand. However, when the brand focus changed, corporate had to re-allocate resources. At this point, the 4C value of mother brand was not totally constituted by 4C value of family market. That is to say, family marketing shared less resources and delivered less 4C value to family market. The incomplete 4C value of family marketing will go back to affect the 4C value of mother brand in the end. To manage a brand, marketers should resolve the root causes instead of just alleviating the symptoms. To deal with root causes, can corporate leave the side effects away. Besides, when corporate shifts the core competence to another area, they should re-consider resource allocation and migrate the core competence to better fit the new challenges. It is to secure the foundation of the business and sustainability of the corporation. Last but not the least, to incorporate social possibilities in corporate strategies will create the competitive advantage and have a positive impact on our society. Holding a shared vision with the society, working as a team with other partners, and elaborating the best synergy of human kind - that is how corporate social responsibilities will work in the future.

Företagets omvandling är en ständig process av utbyten med andra företag. Genom utbyte mellan företag av såväl varor och tjänster som kunskap och kompetens skapas relationer. Ett företags interaktion med andra företag utgör därmed en omvandlingskraft. En annan drivkraft utgör den interna kompetensomvandlingen av resurser inom ett företag. Företaget är en organisation av individer som drivs av sina uppfattningar och det egna företaget och de omgivande företagen. Teknikfaktorn är också en betydelsefull förändringskraft för industriföretag. Den beaktas genom företagets produkter som ses som "bärare" av omvandling. Med utgångspunkt från verkstadsföretagets produkter söker författaren skapa en helhetsförståelse för hur företaget AB Hägglund & Söner förändrats över lång tid. I avhandlingen ingår också "En produkthistoria", den separat publicerade empiriska delen som beskriver AB Hägglund & Söner från 1922 till 1981.

The international marketer is challenging new factors in the present globalized world. Such marketer has often to solve conflicts resulting from different laws, cultures and societies, and overcome a variety of constraints when entering or establishing foreign markets. Entering and establishing new markets is a complicated process affected by both, external and internal factors. To be successful in new markets, said marketers must formulate market entry strategy with regard to those factors. This paper was written with the purpose to investigate the relationship between relatedness of core business and business regarding the market in question, government policies and regulations, and entry strategy of companies entering the U.S. renal services market. We have carried out the exploratory research based mainly on secondary data obtained from annual reports from 1995 to 2005. The one case study on the Swedish health care company Gambro was conducted in order to formulate hypotheses, which can be proven in prospective research. The whole paper is written in the context of PSE market entry model developed by Anders Pehrsson. Based on the analysis we suggest that if the perception of barriers is low and the relatedness between core business and business regarding market in question is high, companies prefer a non-organic growth when entering the market.

<p>The international marketer is challenging new factors in the present globalized world. Such marketer has often to solve conflicts resulting from different laws, cultures and societies, and overcome a variety of constraints when entering or establishing foreign markets. Entering and establishing new markets is a complicated process affected by both, external and internal factors. To be successful in new markets, said marketers must formulate market entry strategy with regard to those factors. This paper was written with the purpose to investigate the relationship between relatedness of core business and business regarding the market in question, government policies and regulations, and entry strategy of companies entering the U.S. renal services market. We have carried out the exploratory research based mainly on secondary data obtained from annual reports from 1995 to 2005. The one case study on the Swedish health care company Gambro was conducted in order to formulate hypotheses, which can be proven in prospective research. The whole paper is written in the context of PSE market entry model developed by Anders Pehrsson. Based on the analysis we suggest that if the perception of barriers is low and the relatedness between core business and business regarding market in question is high, companies prefer a non-organic growth when entering the market.</p>

員工的核心能力為組織績效與競爭力的基礎，早已成為國內外當代學術社群與管理實務者的共識。這是因為無論是公私部門組織，目前均處於極大的績效壓力。而國會聯絡人身為行政部門與立法部門之間的橋樑，法律案及預算案的推手，其核心能力與法案通過的機率、組織的效能及競爭力密切相關。職是之故，本研究擬以核心能力理論為基礎，再藉由相關國內外文獻的整理，對現任國會聯絡人的行為事件訪談以及問卷調查的結果，歸納出優秀國會聯絡人所應具備的核心能力具體項目，以作為機關首長據以選任取才的參考依據。 本研究係以行政院暨所屬部國會聯絡人服務年資超過五年之優秀資深人員為訪談對象，再以問卷、行為事件訪談的交叉方式，探索出國會聯絡人有效推動工作應具備的核心能力，本研究從中發現到：國會聯絡人應具備的核心能力要有「環境變化的洞察力」、「溝通協調」、「團隊合作的精神」、「顧客服務導向」、「政策行銷與說服能力」、「嫻熟議事運作相關法令」、「積極主動」、「情緒管理」等合計8項核心能力，並對行政機關及首長、國會聯絡人、立法委員提出建議。 / Staff’s core competence as the foundation for organizational achievements and competence has already become mutual recognition of the contemporary domestic and foreign academic social groups and the managerial practitioners. Regardless whether it is public or private departmental organization, nowadays they are burdened with enormous pressure of achievements. As the bridge between the administrative department and the legislation department, the advocator of the legal bills and the budget proposal, the core competence of the congressional liaison staff are closely correlated with the probability of the passage of the bills, organizational efficiency, and competitive power. For this reason, this study draws upon the theory of the core competence as the foundation, with review of domestic and foreign literatures, and interview of the behavior events of the incumbent congressional liaison staff as well as by questionnaire surveys. The information thus collected induces the concrete items of core competence which congressional liaison staff should have and be regarded as reference by heads of institutions for staff recruitment. The subjects of this study are senior congressional liaison staff members with five-year tenure at the Executive Yuan and outstanding evaluation. By the questionnaire and the behavior event interview, they were explored for the core competences of congressional liaison staff to impetus their work effectively. This study has discovered that the congressional liaison staff should have core competence including the following eight items, they are “the insight to environmental change”, “the ability of communication and coordination”, “the spirit of the team cooperation”, “the orientation of customer service”, “the ability of policy marketing and persuasion”, “thorough understanding of legislative procedures and the related laws”, “positive initiation”, and “mood management”; and also to put forward their suggestions and recommendations to heads of executive and administrative divisions, other congressional liaison staff members, and legislators.

科技的變遷常因新產品或新服務的出現，創造出全新的商業機會及市場，因此容易吸引創業家的加入。此階段通常代表產業位於萌芽期或新興期，是新事業較有機會成功的時期。不過，因預期市場的成長性高，相對來說競爭的對象也非常多。新事業必須發展出獨特的競爭優勢，才能在這樣的環境中存活下來。 　　競爭優勢源自企業的核心能耐，為組織日積月累的成果。視企業的性質而定，核心能耐可自企業的核心資源或智慧資本中發掘而出。目前國內研究與核心能耐相關的文獻，多集中在從現有企業的核心資源中辨識出特定產業的核心能耐；較少有文獻探討核心能耐的形成過程，及其是否受創業時期的管理工作所影響。 　　因此，為探討新事業的創業管理與其核心能耐間的關聯性，本研究希望藉由研究結果回答三點研究問題：(1) 創業家在創業階段應注意哪些管理上的事項？(2) 新事業的核心能耐如何發展而得？(3) 創業家的創業管理決策是否影響新事業核心能耐的形成？ 　　本研究以一家IC設計公司–群聯電子，作為研究訪談的個案，從收集到的次級資料及個案訪談的資料中，先試著整理出個案在創業階段的管理歷程，之後再調查個案在新事業各成長階段的智慧資本累積狀況並從中辨識出個案的核心能耐，最後則分析個案在創業階段的管理決策與其核心能耐形成過程的脈絡。從個案研究的結果得到初步的結論如下： 1.創業家需以階段性的方式思考新事業在各個階段的目標及所需的資源，並針對各階段的需求調整作法。 2.新事業的各種智慧資本會互相影響彼此的累積，創業家需注意智慧資本的平衡發展才能建構出最佳的競爭優勢。 3.創業家在創業階段的管理決策會影響新事業智慧資本的發展，進而影響累積出的核心能耐。 / Technological changes often generate new products or services, and create new business opportunities and markets that attract entrepreneurs. This phenomenon tends to occur at the budding or emerging stage of an industry, where new ventures have a better chance to survive. Since the market has potential high growth, one can expect there would be many contestants competing in it. New ventures must develop a sustaining competitive advantage to succeed in such a perilous environment. For a company, its competitive advantages normally come from its core competences, which were accumulated over time. Depending on the nature of the company, its core competence could be developed from its core resources or intellectual capitals. Studies on core competence conducted by local researchers mostly focused on identifying the core competence of a particular industry, based on the existing core resources of well-established companies. So far, no study had been found that explored the relevance of a company’s core competence formation and its management processes during the start-up stage. In order to understand if the managerial decisions undertaken during start-up stage have any effect on a company’s core competence accumulated, we’d like to use our research results to answer the following 3 questions: (1) What are the key management guidelines an entrepreneur should pay attentions to during the start-up stage of a new venture? (2) How are the core competences developed by a new venture? (3) If the decisions made by an entrepreneur during the start-up stage have any effect on the core competences a new venture develops? In this study, we chose an IC design house – Phison Electronics, as our study case. From the case interview and secondary data collected, we tried to reproduce the management processes in Phison’s start-up stage; then identified the core competences accumulated from the intellectual capitals in each growth stage; finally, by inspecting the results summarized above, we would determine if the core competences of Phison could be traced back to its managerial decisions made at start-up stage. Our preliminary conclusions are as follows: 1.The entrepreneurs need to think stage-wise of their new ventures, and define the corporate goals and resources required for each stage of growth, then make adjustments accordingly. 2.Different aspects of a new venture’s intellectual capitals would influence each other’s developments. Entrepreneurs need to maintain a balanced intellectual capital composition within the company to facilitate the formation of the new venture’s competitive advantage. 3.The management decisions entrepreneurs made in start-up stage would affect the development of intellectual capitals in later stages, thereby affecting the accumulation of core competences.

Företagets omvandling är en ständig process av utbyten med andra företag. Genom utbyte mellan företag av såväl varor och tjänster som kunskap och kompetens skapas relationer. Ett företags interaktion med andra företag utgör därmed en omvandlingskraft. En annan drivkraft utgör den interna kompetensomvandlingen av resurser inom ett företag. Företaget är en organisation av individer som drivs av sina uppfattningar och det egna företaget och de omgivande företagen. Teknikfaktorn är också en betydelsefull förändringskraft för industriföretag. Den beaktas genom företagets produkter som ses som "bärare" av omvandling. Med utgångspunkt från verkstadsföretagets produkter söker författaren skapa en helhetsförståelse för hur företaget AB Hägglund &amp; Söner förändrats över lång tid. I avhandlingen ingår också "En produkthistoria", den separat publicerade empiriska delen som beskriver AB Hägglund &amp; Söner från 1922 till 1981. / <p>Utgör jämte förf:s: En produkthistoria! diss. Stockholm : Handelshögsk</p>

Purpose: The purpose of this thesis is to study and show how a customer relation through its strategic key elements is related to Core competence. Design and Methodology: This is a case study approach involving multiple cases for mobile telecommunication service providers from two countries namely, Tanzania and Zambia employing a qualitative research design. Literature review and theoretical framework resulted into a proposal of a theoretical model of relationship between Customer relations and Core competence. Open ended questions were designed so as to gain as much information as possible from respondents; data were mainly collected through survey questions and face to face interviews. Collected data were then analyzed using pattern matching technique and theoretical model tested against the observed or actual model after data analysis and discussion of findings. Findings: This study examines the relationship between Customer relations and Core competence of a business. Customer relation strategies which are aimed at creating and maintaining a strong Customer relations-base can only be fully implemented or executed from a backing or support of an efficient Core competence, in other words, Core competence improves and maintains a good and strong Customer relations base. Applicability/Value: This research holds value and adds knowledge to the domain of strategy in general and in particular in the area of Customer relations and core competence. Though it may be limited in certain ways such as the type of industry researched, it certainly underscores important issues to the understanding of customer relations and core competence concepts and this knowledge can help in developing successful customer relations leading to increase in market share, leadership and hence business profitability. KEYWORDS: Customer relations, Core competence, Influence, Relationship, Customer relations strategies / 260 - 979-298145 // 255 - 7845 07808

Syftet med denna studie är att förklara och skapa förståelse för varför företag väljer att hyra in personal samt vilka för- och nackdelar detta medför för företag. Utifrån att studiens syfte är att skapa förståelse passar en kvalitativ studie in. Valet föll specifikt på att göra en kvalitativ fallstudie. Empiriinsamlingen genomfördes genom semistrukturerade intervjuer med tio väl utvalda respondenter på fallföretaget.Studien visar inte några tydliga resultat om en jämförelse görs mot tidigare forskning. Fallföretaget ser andra för- och nackdelar än den generella forskningen menar på. Detta kan tyda på att motiven bakom beslutet att hyra in personal är individuellt och helt enkelt varierar mellan företag. En annan anledning att det inte samspelar med tidigare forskning kan vara att det är annan tid nu när denna studie genomförts än vad det varit då tidigare forskning genomförts.Inhyrning av personal rymmer många aspekter och denna studie har egentligen bara berört några av dem. Framtida forskning skulle kunna fokusera mer på exempelvis arbetsmiljö eller studera kostnaderna kring inhyrning av personal ytterligare. Intressant vore även att se på detta fenomen från andra vinklar, den inhyrde konsultens eller varför inte bemanningsföretagets. / The aim with this study is to explain and search for understanding in why companies chose to hire temporary agency workers, and which pros and cons this bring to the company. Based on the purpose of the study, to search for understandning, a qualitative study suits. The choice fell on doing a qualitative case study. The empirical collection was implemented through semi-structured interviews with ten well selected respondents from the case company.The study doesn’t show any distinct results comparing to previous research. The case company sees other pros and cons then the general research has shown. This could indicate that the reason for hiring extra staff is individual and simply varies from company to company. Another reason could be that it’s another time of living now than when previous research were accomplished.The use of temporary agency workers contains many aspects and this study only refer to some of them. Future research could for example focus on work environment or look further into the costs of hiring staff. It would also be interesting to look att this phenomenon from different point of views, maybe the hired consult or why not the staffing company.