Since 1990, Asia was the fastest-rising market of global airline transportation in an area. Due to the demand of airline passenger and the volume of freight transportation in this area have increased apparently and also have potential demand, so a lot of Asian countries have followed to open up the new airport or have enlarged the existing facilities incessantly to meet this trend, and they always look forward to becoming the main international pivot airport in the area by these efforts. For the reason to response the trend of environmental changes and to impel the improvement of the airport¡¦s competitiveness, the Legislative Organization of Republic of China had approved ¡§The regulations of International airport garden¡¦s development ¡§at 2009. By this process, it has encouraged the competitiveness of the airport to become an important topic in Taiwan, and has also opened the Taiwanese's cognition about the competition of International airport. The purpose of this research includes: First, try to build up and construct the assessment index which can influence airport competitiveness and index weight via the arrangement of numerous literatures. Second, analyze the assessment project of the urban competitiveness to find out about the relation among the airport and urban competitiveness. Third, draft the basis of the development tactics for the Kaohsiung International airport by comparing the diversity of competitiveness in all respects among Kaohsiung International airport, Taipei airport and Xiamen airport. This research uses the study mode of professional questionnaires, and chooses government officials that have the background of management for air transportation and city development, scholar or airport users to fill out the questionnaire. By the way, this research by the analytical method of Analytic Hierarchy Process,¡]AHP¡^, can calculate each composition in structural frame and weight value of index, and then utilize the simple weighting method to compare the diversity of airport competitiveness among Kaohsiung, Taipei and Xiamen. We find that via the result of this study: First, in the aspect of building the evaluated index in airport competitiveness: The" safety "' is the most important item for assessing airport competitiveness, secondly in order is" management"',"' service ", "space" and "installations". However, the "demand" is the lowest important item that influences the airport competitiveness. Second, in analyzing the relation among competitiveness of airport and urban: There are the difference between main assessment and emphasized items for urban and airport competitiveness, but there are the relevance among the subsidiary index items of assessment. This demonstrates that between airport and urban competitiveness still has the characteristic to promote competitiveness each other. Third, in the aspect of carrying on the positive analysis to Kaohsiung, Taipei and Xiamen airport to draft the development tactics: (1) By the analysis of scenario analysis for the airport competitiveness among the Kaohsiung, Taipei and Xiamen airport, can find that the most competitiveness airport is Xiamen airport at the present stage. Moreover, the competitiveness for Kaohsiung airport is between Xiamen and Taipei airport in this competitiveness analysis result. (2) To improve the airport competitiveness of Kaohsiung, it can be achieved by strengthening it in the position of pivot traffic, improving the transport facilities, outside traffic and service of the airport, setting up logistics and Convention and Exhibition Center, strengthening marketing tactics, improving the political environment, cooperating with the tourism policy of country, strengthening relevant industries etc..

Finally, Taiwan was acceded into the World Trade Organization (WTO), opening up the gate for Taiwan to globalization. Therefore, businesses in Taiwan must brace for any challenges imposed by global competition caused by WTO. However, although globalization has created new opportunities in the international market, it will also give rise to increasingly intense competition for domestic market opportunities. Businesses must ponder and redefine how to stand up to an increasing number of competitors in the wake of globalization. This study was designed to investigate how multi-national businesses ¡V the vanguard of the international market ¡V use their sources of competition advantage, knowledge management and global layout strategy, as their chips to win over others in competing for international market share. This study also offers suggestions in this regard for multi-national businesses. After collecting and analyzing solid data, this study has come up with findings that follow: I. There exist no significant differences between business characteristics in the sources of competition advantage, knowledge management issue, global layout strategy, and the mechanism to implement knowledge management. II. There exists a significant positive correlation between each pair of these variables: the sources of competition advantage, knowledge management issue, global layout strategy, and the mechanism to implement knowledge management. III. Do such variables as the sources of competition advantage, knowledge management issue have predictive power for the mechanism to implement knowledge management and global layout strategy? 1. There exists significant influence between the sources of competition advantage and the mechanism to implement knowledge management. 2. There exists significant influence between knowledge management issue and the strategy of global layout. 3. There exists significant influence of knowledge management issue on the mechanism to implement knowledge management. IV. The sources of competition advantage, through the intermediate effect of knowledge management issue, can affect the strategy of global layout. V. The sources of competition advantage, through the intermediate effect of knowledge management issue, can affect the mechanism to implement knowledge management.

The diploma thesis is focused on creating a competitive strategy that is active in sales of jewelry and watches. The thesis analyzes the current situation of the company, examines the environmental factors acting on the company or individual processes within the enterprise. Through the goals and results of competitive advantage is leading the work to design a competitive strategy and its implementation over time.

Recently years, TFT-LCD industry has become the major development policy in Taiwan, and the scale of investment of the TFT-LCD¡¦s industry has become more and more in Taiwan, Japan and Korea. The Profit of the TFT-LCD monitor and television industry has been compressed very seriously to injure the chance and cost advantage of the second-string companies to run above business. Hence, this research is focused on a case of a TFT-LCD company termed ¡§A company¡¨ owns two old generation factories, and uses the strategy theories of scenario analysis, competition advantage, five forces analysis, resource-based view, value chain and so on and strategy tools of strategy map and balanced scorecard to analyze and find out the transformation strategy of the case of the ¡§A company¡¨ to build up the best competition advantage. To realize the competition status of outside and internal environment of TFT-LCD industry, and the resources base of the case of ¡§A company¡¨ in Taiwan, and the development situation using scenario analysis in order to define the direction of the operation strategy of the case of ¡§A company¡¨ that owns two third generation factories. The result is using strategy development tools of strategy map, balanced scorecard, key performance indicator management to develop the execution plan and performance measure indicators of the transformation strategy.

Nowadays, IT technology changes rapidly and increasingly .The Global Competition makes the product life short and profit low ,which results in the enterprises competition advantage major relied on Supply Chain Management for Global Logistics Activities. Under the structure of WTO (World Trade Organization), the world is flat; Global Enterprises Operation is deeply related to the SCM (Supply Chain Management). Outsourcing becomes the key way for enterprises operation, which integrates the industries Upper, Middle and Lower stream together, including ¡§Strategic Alliance¡¨ to collaborate with same and different industries to strengthen the competitive ability. The Business Model of Taiwan IT industry is major for OEM/ ODM Manufacturing. To have low cost making, quick response on new product development for time to the market is a must, in which ¡§ IC Distributors¡¨ contribute a lot in IC Components Supplying, Planning, Execution, Management and VMI to make IC Components delivered on time without any shortage to Taiwan-based Customers for OEM/ODM Manufacturing. It is the key Successful Factor to Taiwan IT industry. How to make the enterprises continuous going and make the ¡§Strategic Alliance¡¨ successfully is the cause and objective of the thesis study. It is for researching the applicable ¡§New Business Model¡¨ to adapt it to the Global Enterprise Operational Management. The case study of¡¨ Strategic Alliance and Supply Chain Integration for Taiwan IC Distributor¡¨ is a ¡§New Business Model¡¨, which makes Taiwan IC Distributors globalization efficiently and effectively to provide ¡§System Total Solution¡¨ with ¡§Resource Integration¡¨ supplying activities to assist Taiwan IT manufacturers to get the OEM/ODM Business successfully from the beginning stage of ¡§Design-in¡¨ to the¡¨ Mass Production.¡¨

This Master's Thesis follows up creation of marketing strategy of SLUSNY shop. The author, is actively participating in the leading of the company. The Thesis is based on data received from situation analysis of SLUSNY's microenvironment, macroenvironment and from marketing research. The situation analysis contains several marketing analysis means used in business practice. According to founded data, the author is generating suitable marketing strategy for SLUSNY shop. The goal of the Thesis is to create marketing strategy, which is logically connected to obtained data, is based on competition advantage and can lead company to its goal.

自1970年代第一部個人電腦(PC, Personal Computer)的出現，以開放的架構開啟了一連串資訊革命，改變了人們學習與工作的方式。隨後在1980年代起，整體PC產業上中下游的產業鏈也為台灣帶來了經濟上高速的成長。 這樣的高速成長在2000年後逐漸有了微妙的變化，以台灣與中國大陸為主的硬體代工供應鏈，為硬體的低價提供了穩固的後勤保障，PC硬體的品牌形象隨著PC的應用轉以網際網路內容與雲端應用而逐漸式微。在2000年中期，隨著網際網路產業的興盛更進一步加速行動化應用技術的成熟。如此的變化讓許多網際網路應用的服務提供者得以挑戰傳統PC軟體與硬體的龍頭如微軟、英特爾、惠普、戴爾與IBM的領導地位。 過去近三十年間，以PC產業為主的電子資訊產業佔據了所謂高科技與創新的舞台之際，在近年來也不斷試圖以各式創新，如硬體本身的多樣化、時尚化，與多角化措施，如轉投資雲端服務、行動裝置或多品牌策略等，試圖在新的競賽中搶佔新的席位。但在無法脫離原本業所帶來的利益與包袱之下，常有運用原有人力、資金、管理團隊與思維來啟動新事業的情形，造成轉型的困境。 筆者有幸服務於曾參與PC產業榮景的領導廠商之一，也同樣見證其與近十年主要的多角化歷程，希望藉由本研究將其多角化的動機、作法與未能成功的原因以個案方式呈現，輔以相關學理與從業經驗分析，期能為類似業者在進行多角化措施提供貼近實務的參考範例。 本研究的問題有三點:為身處高門檻高獲利的寡占廠商的分析其(1)多角化動機(2)多角化作法與(3)可能失敗的原因 透過收集整理公開資料與曾參與多角化產品行銷的人員訪談，本研究得到以 下結論(1) 企業多角化策略制定應考慮管理團隊專長 (2) 多角化產品開發應以獨立組織或合資方式進行 (3) 公司多角化策略應注意代理人問題 (4) 公司多角化策略應參考其本業的競爭優勢建立條件。 / The PC has changed the way we work and learn dramatically since it was introduced in 1970. Meantime, the information technologies have been through a continuous revolution base on the open hardware and software architecture of PC as well. Taiwan also benefits from the booming PC industry, as a key partner of PC supply chain, and has created a huge economic growth since 1980s. The landscape of PC industry has shifted gradually in early 2000s resulted from particular changes. The PC supply chain from Taiwan provides cost-effective hardware to make low-cost notebook happened and in addition to that, the internet and cloud application are altering the focus on brand image of PC hardware vendors to internet-based services providers, plus the booming internet industry has facilitated the readiness of mobile application from mid-2000s. All those changes allow the internet-based services providers to challenge the leadership of the giants from PC industry, such as Microsoft, Intel, HP, Dell and IBM. For last three decades, PC industry played the crucial role of high-tech innovation and it never stop to keep the leading positon via innovation to various and trendy ID design, diversification with cloud services, mobile devices as well as multi-brand strategies in recent years. However it is not easy to start up a new business with the benefit and limitation from original business thus the enterprise transformation would fail most likely. It’s been a pleasure for me to work for couple leading companies in PC era and witnessed part of the effort to diversification in “A company”. I expect to bring similar vendors a practical case study on the motivation, strategies and potential causes of failure of its diversification with recommendations generated from diversification theory and personal experience in field. There are three goals to this study: to analyze and find the (1) motivation of diversification (2) diversification strategy and (3) potential causes of failure, for a high profit company with high-entry barrier in oligopoly market. This study has reached the conclusions via collected and analyzed the public data and interviewed with key persons involved in diversification process of “A company”: (1) Diversification Strategy shall be incorporated with the expertise of leadership team (2) Production diversification shall be managed by an independent organization or a joint venture. (3) Diversification Strategy shall be observant to agency problem (4) Diversification Strategy shall be referred to and leveraged the elements of competition advantages in original business.