The term ¡§Fast Fashion¡¨ has been under the spotlight since the Zara Empire emerged. Zara is one of the clothing retailers under a Spanish textile design, manufacturing and distribution group, the Inditex Group. Zara accounts for 70 to 80 percent of Inditex¡¦s retail sales on average. The founder, Amancio Ortega, has become the richest man in Spain and also one of the world¡¦s richest people. Inditex has 3207 stores located in 63 countries all over the world up to the fiscal year 2005. Zara has made elite fashion accessible to the mass market and has decreased the lifetime of clothing by providing customers new clothes to pick out every five to six weeks. In other words, Zara has made trendy clothing become disposable stuff. Studies and the garment industry call this phenomenon-- ¡§Fast Fashion¡¨. This study aims at clearly defining ¡§Fast Fashion¡¨, and analyzing Zara¡¦s positioning strategy and business model. By analyzing Zara¡¦s unusual structure, this study comes to a conclusion that clothing retailers would need some resources and core capabilities to implement fast fashion positioning strategy. However, fast fashion positioning strategy is not necessarily a competitive advantage for every clothing retailer.

Abstract Competitive Strategies from 2G to 3G ¡V A case of Taiwan Mobile Group In trend with WTO, globalization and government policy, the domestic telecommunication market has gradually moved from monopoly to free market. Suddenly, the liberalization of telecommunication resulted in fierce competitions in the market, each fighting for customers and market share, staging a battle scene in the telecommunication industry. Although 2G has excelled, it could not lead the fixed network out of its distress. Business enterprises were still stuck in the swamp of the last mile. On the other hand, 3G was launched with a thunderbolt posture, but its expensive license fee has deeply scarred business enterprises once again. Competitors tried their best in both hard selling and lucrative promotions, only to find very few customers have been touched. Money has been spent, but the future seems dim. Faced with a chaotic market, fierce competition and a hazy future of 3G market, how the telecommunication business enterprises innovate new business models, provide attractive service content to consumers, so as to avoid fierce price competition and establish new competitive advantage, the business mindset, strategic positioning are crux of the matter. In Porter¡¦s Competitive Strategies, the objective of competitive strategy is to be different. In other words, when a business manager establishes a different set of business activities, provides a unique set of values to customers, can it thus have a unique competitive advantage. Taiwan Mobile Group is one of the three largest domestic telecommunications company. Its scope of business includes fixed network, cellular network, 2G and 3G mobile telecommunication, customer service and all other telecommunication businesses since the liberalization of the industry. The business team ¡V Fubon Financial - is one of the top business group in Taiwan. Is its factor of success in 2G one of internal advantage or one of external opportunity? What is its competitive strategy from 2G to 3G? Can its success in 2G ensure similar success in a competitive advantageous position in the 3G and future market? Faced with a slow development of 3G market, lack of competitiveness in the service function, as well as the impact of 4G WiMAX V technology, what kind of strategic posture should it take? This thesis investigates the development of Taiwan Mobile Group from 2G to 3G, its strategic positioning, internal competitiveness and how it should innovate a new business model, establish a different set of business activities, or provide unique service value, so as to create an unique competitive advantage, to reap greater market opportunities and continually create competitive advantage. Six conclusions are made for the case study company: (1) The success of 2G is the strength and foundation for Taiwan Mobile Group in the 3G market. (2) The development of Triple Play digital bus cross-industry system integration aids in the competitive advantage of 3G. (3) Merger strategy and resource integration strategy may not achieve synergy. (4) Corporate governance has poor results, unclear vision does not aid the long term development of the business. (5) Concern for employee should take a higher priority than focus on customers. (6) Dependence on external technology and lack of R&D capability do not facilitate development of continuous competitive advantage. Eight recommendations to the case study company: (1) Research and develop a killer ¡§integrated mobile digital service platform¡¨ to dominate the 3G and markets of the future. (2) Cultivate senior management with skills in innovation and integration. (3) Institute a forward-looking ¡§vision¡¨ to lead its employees, inspire passion and seize the future. (4) Build up a corporate culture of ¡§customer is paramount¡¨, ¡§employee first¡¨, and ¡§continued business operation¡¨. (5) Decentralize the organization, humanistic management, simplify process, rationalized costs. (6) Construct a ¡§business resource integration platform¡¨ to integrate all internal resources and build up a strong competitive force. (7) Cultivate the ¡§corporate client¡¨ market. (8) Plans moves in China with a global vision. Further studies: (1) Study of the competition and cooperation strategies between 3G and WiMAX. (2) How does Taiwan innovate an ¡§integrated mobile digital service platform¡¨. Keyword: Competitive Strategy, Competitive Advantage, Second Generation Mobile Telephony (2G), Third Generation Mobile Telephony (3G)

Industrial computer is a niche industry. In the past, because of the certain level entry barrier, it is not a hot industry to be discussed. Now, Taiwan has more than a decade in technology products manufacturing experience, which contributes the industrial computer industry cluster. It is predictable that in 5-10 years, the industry is profitable for the reason that the application of the products and technology is more popular in daily life. Furthermore, the computer technology industry has changed to be R&D and technology innovation oriented from purely manufacturing and OEM, ODM. It comes with the result that there are more and more Taiwan International Procurement Office set up to be the communication contact between customers and manufacturers. However, recently for the effect of the phenomenon of Taiwanese manufacturer moving the factory to low labor cost countries, the advantage is not longer staying. Taiwan industrial computer manufacturers also get a lot of OEM/ODM orders. Many international system companies set up an procurement office in Taiwan for better communication. But the case company is not like the previous. It is a German added value distributor, who imports Taiwan industry computer parts and bare bone to sell locally. The reason for her to set up an international procurement office is to speed up the incoming material. The case company type, business model and procurement office values are different from the normal procurement office. This is why the study would like to understand case company¡¦s and her procurement office international purchasing strategy and competitive advantage, and observe how the company keeps the competitive advantage not t be threaten by manufacturer moving out. From the company background, the study find out industrial computer and Taiwan Procurement Office environment and opportunities, then it moves on analyzing company internationalization and procurement office setting up motivation. After knowing the reasons, the study concludes the international purchasing strategy. Finally, by having diamond model and SWOT analysis, then there is the competitive advantage. The result of the study is that the case company uses National Procurement, Proactive Strategy or Offensive Sourcing Strategy as her International Procurement strategy. The strategy is high involvement on internationalization and it helps to build up or strengthens the competitive advantage. Besides, mother company support is required because International Procurement Strategy has positive and direct connection with operation strategy. The reason for the case company to set up a Taiwan procurement office is in order to strengthen her differentiation strategy. Because Taiwan has better labor condition, near to suppliers and efficient logistic from industrial computer cluster, all make the obvious cost advantages. The suggestions for the case company are listed below: to be a know-how turntable supply chain or to go differentiation by having multi-function value added service to keep the advantage.

Human beings always keep seeking for a better life ,our civilization also keeps moving forward grounded on this momentum .Each economic booming implies a new application or technology developed. Liquid crystal was found by a Austrian scientist, F.REINITZER in 1968 .Japanese companies applied it into large scale display started in 90s,which urged us moving into LCD era . In this study, we will discuss the competitive advantage of Taiwanese LCD driver IC industry ,the key component of LCD supply chain . Also we will take Taiwanese LCD driver IC design house-Novatek for example . By using five-forces framework , diamond structure and co-opetition theory ,we will dig out Taiwanese LCD driver IC industry¡¦s competitive advantage and its own position among world market . This study found Taiwanese LCD driver IC industry has competitive advantages of industry cluster ,high competition ,world-class customers ,quality human resources and government¡¦s support . With those advantages , Taiwanese LCD driver IC industry plays an important role of world market . We also propose strategies to Taiwanese LCD driver IC industry based on the result of this study .

Taiwan manufacturer has the cost advantage of manufacture and is famous in the world. Taiwan Electronic Passive Component(E.P.C.) company has the big pressure from those lower labor and land cost countries such as China because the technical entry barrier of passive component is low. Due to this situation, Taiwan passive component company endeavor to develop high-valued product and keep the strong relation with the customer in order to maintain the long-term profitability. Thus, the low-end and mid-end of passive component is occupied by Taiwan passive component company. Meanwhile, Taiwan Passive component company plan to develop high-end of passive component and to get more profit from these niche product. Taiwan subsidiary of international passive component company has the big competitive pressure on it. If Taiwan subsidiary of international passive component company does not take the appropriate strategy, this niche market will be expected to lose in the near future. Based on industry analysis and supplier analysis of Electronic Passive Component(E.P.C.),and case study from Taiwan subsidiary of international passive company, the thesis explored the success experience of competitive advantage from the case research of mainly utilizing The Five Force Analysis Model, Resource-Based View(R.B.V.), and SWOT Analysis. The suggestion were conclude as followed. 1.To Taiwan E.P.C. industry: To have the strong relation with each Design-Center of Japan, America, and Europe; to get the advantage of key material and manufacture process; to keep improving quality management. 2.To the research firm: To differentiate professional and technical support service; provide just-in-time delivery; to make the low-end product in the lower land and labor cost country.

Abstract ¡§Leasing¡¨ is a product of credit transaction with a long history, morn than 5000 years, according to the historical record. In recent years, the leasing industry started from the Industrial Revolution in 18th Century and due to its unique function such as specific investment, margin lending, sales promotion and assets management, it has already become one of the important category under the financing industry. Taiwan¡¦s leasing industry can be traced back to the beginning of 1970s and the fastest growing period was happened from 1978 to 1983. Over those years, more than 90 leasing companies were existed; however, due to the influence of the economy depression, people¡¦s willingness to invest became less and less and finally the corporate business achievement turned out to be negative for several years. At present, the number of the members goes down to 13 and obviously, the leasing company is largely affected by the depression of the outer prosperities. In recent years, because of the influence of the State¡¦s subprime mortgage, financial tsunami has become more and more serious around the world; therefore, the worldly financial institutions, enterprises and even the countries are now facing the results of the unprecedented managing risks. Leasing industry is categorized as one of the affiliated service industry of financial industry; most of its funding comes from the financial institutions and money markets which belong to the business of high degrees of operating and financial leverage. Under the impacts of the current financial tsunami, the financial industry itself has the phenomenon of not owning enough floating capital and so does the leasing industry; in the meanwhile, the financial industry needs to encounter the degenerating quality of the payment due to the results of those bankrupt companies. In consequence, the leasing industry is also coming across a hard time that accompanies with the financial crisis. This research starts from the basic knowledge of the Resource-Based View and continues to discuss how to make the best use of the limited resources and capabilities to manage a successful management under the highly competitive financial environment. Case studies will be applied in this research, especially the analysis of Company C. Industry investigation will be proceeded first to further understand the company¡¦s self-owned resources and capabilities and then to notice the advantages, the opportunities and the threats of the industry. After these steps, professional interviews and the analysis of the documents will be studied to sort out the following key factors to make the leasing industry successful. 1. Owning the ability of credit management, strengthening the quality of the products and maintaining the stable profit-making. 2. Creating the diversity of the resources of the capital. 3. Owning strong sales team and distribution channels to have a larger market share to create the values of marketing. 4. Owning a clear enterprise position and developing strategies. 5. Owning an internationalized marketing ability. Key Words¡GLeasing , Key Success Factor¡]KSF¡^, Resource-based View¡]RBV¡^, Competitive Advantage.

<p>Strategic management has long been viewed as the concept and process that link an organization</p><p>and its environment together (Leibold, Probst & Gibbert, 2002). It consists of the</p><p>analysis, decisions and actions an organization undertakes in order to create and sustain</p><p>competitive advantages (Dess, Lumpkin & Taylor, 2005).</p><p>Within the history of strategic management research there has been an unbalance between</p><p>the internal and the external perspective. During the 1980s Michael Porter, one of the most</p><p>prominent strategic management researchers, and his Five Forces model focused strictly on</p><p>the external competitive environment (Mintzberg, Ahlstrand & Lampel, 1998). Further, in</p><p>the 1990s the focus shifted from external to internal along with Jay Barney’s development</p><p>of the resource based theory in 1991 (Barney, 1991). The issue of excluding one or the</p><p>other perspective has now started to be acknowledged and researchers today are striving</p><p>for developing models integrating both perspectives. However, theoretical models existing</p><p>today that combine the two perspectives are complex and hard to apply in practice for</p><p>managers within the business world.</p><p>In order to address the complexity of the strategic management concept we have chosen to</p><p>develop a model with the purpose to connect and relate the external and internal perspectives</p><p>by conducting an in-depth analysis of a chosen company. The model also strives to be</p><p>easily communicated, applicable and understandable for managers and employees on different</p><p>levels within the organization. This leads us to the purpose of this thesis: “to develop</p><p>a simplified model that combines the external and internal perspective of strategic management</p><p>and apply this to a chosen company”.</p><p>The research was conducted through a case study based on the authors’ participation in a</p><p>PBM (Project Based Module) - project. The model was tested on the company in question</p><p>by analyzing the company’s internal and external environment with the means of analysis</p><p>tools such as PEST-analysis, strategic group analysis, threshold analysis and the SWOTanalysis.</p><p>To conclude it is important to balance an organization’s internal efforts with the external</p><p>market conditions and avoid excluding one or the other from the strategic management</p><p>process. Combining the two perspectives results in identifying the current capabilities and</p><p>competences and the direction of how to use these in order to meet market demands and</p><p>gain competitive advantage.</p>

<p>Background: During the past ten years an increasing trend of international representation in Swedish boards, referred to as board internationalization, has occured. Figures show that in 1994 foreign board members held 3,4% (Sundin & Sundqvist, 1995) of the seats in Swedish companies boards, today that figure is 14,2% (Fristedt & Sundqvist, 2005). This trend seems to continue as the nominations of this year is streaming in. Although this trend occurs Swedish business press is questioning why not more foreign directors are being appointed members to board (Almgren, 2006). Fahim (2005) also questions this and argues that companies need to realise that there is a profitability perspective on the subject of diversity. In many of the large Swedish companies the absence of foreign directors is noticed, but there is a few in the forefront which have appointed foreign directors. The reasons for internationalizing a board can be different and it interesting to investigate how forefront companies discuss internationalization in general and which reasons in particular that drives board internationalization.</p><p>Purpose: The thesis' purpose is to investigate the main rational for board internationalization.</p><p>Frame of reference: In the frame of reference, four possible influences on the internationalization of the board is presented, in order to be discussed and compared to the empirical findings; corporate governance, ownership structure, stakeholder pressure, and competitive advantage.</p><p>Method: In order to fulfill the purpose, a qualitative research method is chosen, based on in-depth interviews. The sample consists of ten interviews with chairmen of Swedish boards within companies that are represented by at least one foreign board member.</p><p>Conclusion: We have concluded that the main rational of board internationalization is the search for competitive advantage, which is believed to be created by a board with diverse competences and networks. Regarding ownership structure, foreign private owners are the only ones that are influencing the internationalization. Both the corporate governance development and the stakeholder pressure are identified in the empirical findings, but not believed to be an influence of internationalization.</p>

<p>Background: It is necessary for a company to hold some unique and irreplicable competitive advantage in order to be able to succeed in a market. In a market where public procurement is an important part the competitive advantages will be characterized by the fact that some of the participants on the market are public organizations and that their actions as for procurement fall under the legislation LOU. The characteristics of competitive advantage also depend on and change with continuous changes on a market. </p><p>Purpose: The purpose of this thesis is to study the competitive advantages that are presenton a current market characterized by public procurement and how these are created. The purposes is also to based on the trends on the market today study and predict the nature of the competitive advantage on the market in the future as well as the changes that we think will occur on the relevant market. </p><p>Realization: We have performed a case study of the market for enteral nutrition where data have been gathered from interviews with participants in the market and from studying the law of public procurement. The data is gathered and analysed based on an adapted model that we have derived from two theoretical perspectives of competitive advantage. The model that looks to the nature and the origin of competitive advantage has been tested and evaluated through application on the market. </p><p>Results: Strategic assets are of great importance in order for a company to create a competitive advantage in the form of being established, relations, being established in municipalities and the offer on the market of enteral nutrition today. These strategic assets and competitive advantages will in the future be characterized by the trends that are present on the market today. These trends are identified as an increasing knowledge, products for specific diseases, cooperation, limited procurements, alternative distribution channels and working towards the patients. The creation and the nature of competitive advantage is shaped by an interaction between the resources and capabilities of the firm and the needs and the needs and the demands of the market.</p>

<p>The object of this thesis is to analyse how a co-operational network can come about, operate and progress to contribute to industrial dynamics within the locality. The thesis is a case-study of the HomeCom Project, to learn whether this project has the required features to contribute to the clustering process and thus higher levels of industrial dynamics and competitive advantage of the home communications industry in Linköping. The theoretical platform is based on Porter’s Diamond-model, which explains the occurrence of clusters. Theories of external economies complement Porter’s theories, while oligopoly theory will be introduced to offer a different perspective. The empirical findings show that the HomeCom Project may be considered to contribute to the clustering and in consequence promote industrial dynamics and competitive advantage. But there are also difficulties and attitudes that may impede the reaching of the project’s goals.</p>