Teknisk utveckling och innovation är drivande för samhällets ekonomiska tillväxt. Vilja och förmåga att innovera är också avgörande för företags överlevnad då lyckosam innovation skapar konkurrensfördelar. Additiv tillverkning är en ny produktionsmetod som har potential att revolutionera hur produkter tillverkas. Tekniken kastar om förutsättningarna för hur företag konkurrerar genom att möjliggöra kostnadseffektiv tillverkning av små serier, produktion nära kundorderpunkten och kundanpassning. Modeindustrin är en komplex och hårt konkurrensutsatt bransch där företag befinner sig i en konstant strävan efter differentiering. För att nå framgång måste företag skapa fördelar gentemot konkurrenterna. Flera branscher har redan börjat använda additiv tillverkning och företag skapar framgångsrikt konkurrensfördelar genom att implementera tekniken. Inom modebranschen har dock additiv tillverkning använts begränsat och inte för produktion av konsumentprodukter. Vårt intresse väcktes för att vidare utreda huruvida det är lämpligt att implementera additiv tillverkning på bredare front. Studiens syfte är att fördjupa diskussionen kring spridning av ny teknik genom att studera additiv tillverknings potential för spridning till modeindustrin. Studien har genomförts med en deduktiv ansats där teorikärnan utgjorts av Schumpeters teorier kring innovation och Rogers teorier om innovationsdiffusion. Studien har varit av kvalitativ karaktär där empiriinsamlingen skett genom semi-strukturerade intervjuer med representanter från företag som använder additiv tillverkning samt forskare inom det textila området. Studiens slutsats är att additiv tillverkning inte lämpar sig för produktion av kläder så som vi känner dem idag. När empirin analyseras i förhållande till studiens teorier framkommer aspekter som indikerar ett flertal matchningar mellan fördelarna med additiv tillverkning och modeindustrins karaktärsdrag framkommit. Att implementera additiv tillverkning kan, i framtiden, vara en möjlighet för modeföretag att i framtiden skapa konkurrensfördelar. / Technological development and innovation are driving forces behind economic growth. Having the will and ability to innovate are also crucial factors for companies as successful innovation creates competitive advantage. Additive manufacturing is a new production process with the potential to revolutionise the way products are being manufactured. The technique disrupts competitive conditions by enabling cost-effective production of small lot sizes, production close to the decoupling point and customisation. The fashion industry is a complex and highly competitive industry, companies are in a constant quest for means of differentiation. In order to be successful, companies must create advantages over the competitors. Several sectors have already started using additive manufacturing and companies create successful competitive advantage by implementing the technology. In the fashion industry however, additive manufacturing has been used sparsely and not for production of consumer products. Our interest was awaked to further investigate whether or not it is appropriate to extend the use of this new technology. The purpose of this study is to immerse the discussion of diffusion of new technology by studying additive manufacturing’s potential of spreading to the fashion industry. The study was conducted with a deductive approach and the central theories have been Schumpeter’s theories of innovation and Rogers’ theories of diffusion of innovations. The study has been of a qualitative nature and semi-structured interviews with representatives from companies using additive manufacturing and researchers in the textile field were conducted to collect the empirical data. The conclusion is that additive manufacturing is not yet suitable for production of clothing. Nonetheless, when the empirical data was analysed in relation to the theories used, multiple matches between the benefits of additive manufacturing and the characteristics of the fashion industry were revealed. Consequently, implementing additive manufacturing can, in the future, pose opportunities for fashion companies to create competitive advantage. The thesis is written in Swedish.

The purpose of this thesis is to describe how the factors influence the level of adaptation and standardization of a marketing strategy and subsequently analyze how the factors influence the level of adaptation and standardization of Swedish MNCs’ in the German market. The relevant factors for the decision towards standardization and adaptation are found out using a framework composed by Viswanathan & Dickson (2007). The factors chosen are homogeneity of customer response to the marketing-mix, transferability of competitive advantage, homogeneity of economic freedom and decision variables.   This thesis does so in a deductive and qualitative approach using Swedish retailer Clas Ohlson as a case study. Underlying this is a contextualized and interpretivist point of view. Data was collected through focus group interviews with German and Swedish students and complemented through data mining.   An analysis of the empirical data shows a high homogeneity of customer response to the marketing-mix, the possibility of transferring the competitive advantage and a high homogeneity of economic freedom was discovered. When applying the frame of reference on the empirical data, Swedish MNCs, especially Swedish retailers, are recommended to choose a high degree of standardization for their IMS in the German market. It was discovered that the used framework does to some extent not cover a wish proposed by the German participants calling for a partial adaptation of the international marketing strategy. This disproves the assumption underlying the frame of reference as the majority of factors suggest standardization, yet from a consumer perspective, there is the wish to partially adapt. In the conclusion managerial implications, limitations and research implications are mentioned as well.

Thesis (MBA (Business Management))--University of Stellenbosch, 2007. / ENGLISH ABSTRACT: Globalisation has changed markets significantly. In order to maintain and improve competitiveness it is generally agreed among executives that the quality of products and services is essential (Omachonu & Ross, 1994: iii). In order to strive for higher quality, organisations have chosen different paths to achieve this goal. Several years ago one of the most discussed topics was the DIN EN 9001 certification. Thousands of organisations have taken this step towards quality management and are certified today. The DIN EN 9001 became the global standard, and there are markets where companies are not able to operate without this certification anymore. Some companies have profited greatly from the introduction of ISO 9000, because for the first time a quality management system (QMS) was introduced. It initiated significant restructuring programs. Consequently, processes were streamlined and organisations became more transparent. But many companies still do not “live” the concept, but instead and only show relevant paperwork to the external certification body in order to obtain the certificate. Even more particularly companies, which live the QMS face the question of which concepts are suitable to not only further improve quality and productivity but also to generate long-term sustainable business success. For these companies Total Quality Management (TQM) can be a very promising concept. Although the concept of TQM already dates back several decades it became very popular recently. TQM is a concept that puts quality in the centre of all aspects. Its principles encompass the involvement of all employees, and it strives for long-term customer satisfaction. TQM is based on continuous improvement and focuses on sustainable achievements. The objectives of this approach are not only long-term business success but also benefits for the individual employees and the society. Therefore TQM can be considered as one of the most far-reaching quality concepts existing today. The Fliess Company is a medium sized production company for welding wires. In 2001 Fliess introduced the IS0 9001: 2000. It has taken the company several years to fully live the QMS, after it mainly introduced it only to satisfy customers’ requirements of the certification. Today the processes are aligned in accordance with ISO 9001: 2000 and the company lives the QMS. But as a producer of very specialised premium products, management realised that it needed continuing on in order to maintain the competitive advantage. Therefore Fliess is busy at present implementing TQM. There are various areas of applying TQM at Fliess. The main focus lies on further improving customer satisfaction through continuous improvement and special attention is paid to the involvement of the individual employee. But TQM needs to be implemented in a very careful way to prevent a failure. Organisational changes must be supervised closely by top management. If top management is not fully committed and does not fully support the implementation in both the short and long term it can be very frustrating for the employees, and the implementation will not only fail but might even have negative effects, too. / AFRIKAANSE OPSOMMING: Globalisasie het markte geweldig verander. Ten einde kompeterendheid te behou en te bevorder is bestuurders dit eens dat hoë kwaliteit van produkte en dienste noodsaaklik is (Omachonu & Ross, 1994: iii). Maatskappye volg verskillende roetes in die strewe na hoë kwaliteit, en hierdie ondersoek fokus op hoofkonsepte rakende kwaliteit en kwaliteitsbestuur. ’n Tydjie terug was die bespreking van “sertifisering” hoog op die agenda van enige kwaliteitsforum. Maatskappye het groot baat gevind met die bekendstelling van ISO 9000, waar daar vir die eerste keer ’n kwaliteitsbestuur program ingestel is. Dit het tot grootskaalse maatskappy verandering en proses herstrukturering gelei, en maatskappye in geheel het meer deursigtig geword. Duisende maatskappye het die stap geneem en is vandag gesertifiseer. Die DIN EN ISO 9000 het die globale standaard geword, en daar is markte waar maatskappye sonder diè sertifisering nie langer besigheid kan beoefen nie. Daar is egter steeds maatskappye wat nie regtig die stelsel “uitleef” nie, maar bloot sertifisering soek omdat kliënte dit vereis – nie omdat hulle self dit wil toepas nie. Selfs maatskappye wat die stelsels ten volle inkorporeer het staan egter voor die uitdaging van hoe hulle kwaliteit verder kan verbeter en op langtermyn ’n suksesvolle onderneming kan verseker. Vir baie van die maatskappye is Totale Kwaliteitbestuur (Total Quality Management - TQM) ’n belowende konsep. Alhoewel TQM konsepte reeds ’n hele aantal jare terug ontwikkel is, geniet dit huidiglik ’n nuwe oplewing. TQM plaas kwaliteit in die middelpunt van aktiwiteite, insluitende die volledige betrekking van werknemers en langtermyn kliënte tevredenheid. TQM is gebaseer op kontinue verbetering en fokus op volhoubaarheid. Die doelwitte sluit nie net langtermyn besigheidsukses in nie, maar ook voordele vir individuele werknemers en die samelewing in geheel. Dus kan TQM gesien word as een van die mees omvattende kwaliteitskonsepte wat huidiglik bestaan. Die ontwikkeling en toepassing van die konsepte soos bo beskryf word in hierdie verslag voorgestel en uitgelig aan die hand van die Fliess Maatskappy, ’n medium grootte vervaardigingsmaatskappy van sweisdrade. In 2001 het Fliess die ISO 9001:2000 standaard begin implementeer. Dit het ’n hele aantal jare geneem voordat die stelsel volledig benut is, nadat dit aanvanklik bloot op grond van kliëntevereistes ingestel is. Vandag kan daar met trots gesê word dat alle prosesse in lyn is met die sertifiseringsvereistes, en die maatskappy “lewe” die ISO 9001:2000 standaard. Bestuur besef egter die noodsaaklikheid om verder te ontwikkel en aan te pas in die hoogs kompeterende omgewing ten einde hulle kompeterende voordeel nie net te behou nie maar uit te bou. Daarom is Fliess besig om TQM beginsels verder uit te brei en in verskillende areas te implementeer om sodoende kliënte tevredenheid te verhoog – dit word gedoen deur veral deurlopende verbetering en die betrokkenheid van elke individuele werknemer.

知識經濟可以定義為以知識資源之配置，以技術擁有為目的，以科學的生產為支柱而從事生產、行銷、消費的經濟模式。首先，這樣的一種經濟模式，主要的特點是它擁有及運用知識的資源。第二個，它生產的基礎是高科技的基礎。第三個，它創造出來的是在高科技與知識結合之後的一個經濟永續生產的模式。 「沒有成功的組織，面臨的問題無法解決；缺乏有力的領導，組織則無法成功」若沒有稱職的領導人，實在難以想像這個國家或世界如何能塑造一個更令人嚮往的未來。惟當代的管理學者逐漸認識到，作為一位領導者，不僅應具有某種專業知識技能，也應具有「認知的複雜」(Cognitive complexity)，能從多面向詮釋問題的意義，協調多重的努力和發展組織的願景(vision)等，因此，領導者的價值、態度、思維傾向要比他本身所具備的專業知識更為重要。 核心能力是指組織擁有競爭者所沒有的專業能力，這種能力多以知識為基礎，並非以產品或有形資產為主。筆者定義高階領導人核心能力為領導組織面對多變的外在環境，可分為如下： 一 、策略管理能力 二 、變革管理能力 三、創新管理能力 四、危機管理能力等四種核心能力。 研究策略管理的內容有策略核心組織、策略地圖、平衡計分卡等三項。 策略管理內容＝（策略地圖+平衡計分卡+策略核心組織） Content of Strategy Management =（Strategy Map）+ （Balanced Scorecard）（Strategy Focused Organization） 基本上一套完整的策略管理程序，可以歸納如下五項：1.界定組織使命與目標、2. 策略的規劃、3.形成策略、4.執行策略、5.評估成效。 現在企業創造價值的方式，已由過去「管理有形資產(Tangible assets)」轉變為「管理無形資產(Intangible assets)」。所謂無形資產，例如顧客關係、創新的產品和服務、高效率高品質的作業流程、前瞻的資訊技術，以及高素質的員工等。有形資產可用財務報表、資產負債表和損益表來描述其成效，然而無形資產則要以策略核心組織來整體評估。 變革管理理論可分為兩種來研究，經濟理論（E理論）與組織理論（O理論） E理論：經濟策略，「E理論」變革的目標，在於迅速、大幅增加以現金流量、股價來衡量的股東價值。O理論：組織能力策略，最成功、永續的組織，便是那些擁有幹勁、有學習導向文化，以及傑出員工的組織。這類變革所需要的是員工的高度參與、較扁平的組織架構，以及組織和員工間密切的關係。 知識經濟時代，□動企業革命的重要因素己由「E」的思維移轉至「I」的思維。□動未來革命的策略因子，將移轉至以「創新」（Innovative）為主軸的時代，知識經濟時代的領導風格必須培養下列五個「I」的思維：1.誠正思維（Integrity）、2.承諾思維（Involvement）、3.智價思維(Intelligence)、4.遠見思維（Insight）、5.整合思維（Integration）。 所謂有效的危機管理，是一項非常重要且非常複雜的動態管理過程，組織若欲對危機作有效管理，首先要建立「凡事豫則立，不豫則廢」的正確態度來面對危機，再以長期規劃的觀點來對組織可能發生的危機作準備，並建構一套周詳的危機管理策略，從不斷學習的過程中來達到危機管理的成效。 在知識經濟時代下，領導人於混亂的資訊中容易迷失方向，而流於主觀與偏見，筆者對領導者核心能力之建構，歸結出下列數點結論，以期掌握工作本質與全貌。 一、 知識經濟的體認 二、創造競爭優勢 三、核心能力的發展與落實 四、企業家精神的培育 五、領導能力的提昇 六、策略整合與協同工作

Even though TFT-LCD is a high-tech industry, it is a highly competitive business and the average selling price has been dropping year over year. The high technology no longer guarantees high profit margin due to intensive direct competitions among overflowing TFT-LCD makers. Every TFT-LCD maker is aggressively migrating to next generation fabrication and working rapidly to vertically integrate component suppliers to lower the cost. It is believed that in the manufacturing industry such as TFT-LCD is facing the toughest competition ever and all TFT-LCD companies are thinking of possible ways enhance their competitiveness regardless of their scales. To analyze the current industry situation and provide suggestions to current players in the field, this research proceeds with the approach of case study. Using Porter’s Five Forces Model as competitive advantage measuring factors, we apply Value Analysis Tear-down method to see how it can influence each force. Based on the case analysis, the author has reached the following findings: 1.Creating sustainable competitive advantages is very difficult by using cost reduction strategy only 2.Top management’s involvement of a new method or strategy can expedite the execution process and stimulate more innovative ideas 3.Future improvements derived from Value Analysis Tear-Down process must be constantly monitored and implemented to create sustainable advantages

本研究之個案公司之經營策略可綜合為下列三點:一、以高品質的設計為導向，嚴格執行全面品質管理(TQM) 的品質政策，建立了優質而高效率的多重客製化服務系統，形成了一套具有產品線廣度與特色的管理模式。二、以商業理論來深入分析本研究之個案公司的管理模式，可以得出在其發展的歷程之中，如何能夠清醒地認識到個案公司生存的整體大環境及局部環境，以企業實際的狀況為基礎，有效運用適當的管理技術和方法，而走上了一條良性而健康的產業道路，首先本研究之個案公司在成長的不同階段，都能夠深入地分析產業的發展趨勢預測與特色，然後有效擬定因地制宜的經營策略，而確實掌握商機，其次依據實際的情況，採用適當的管理技術和方法。三、得益於策略聯盟、團隊合作以及領導階層的適度多角化經營、先發制人的成本降低與關鍵市場市佔率增加的執行力，以多顆引擎繼續全速前進(涵蓋醫療器材相關產品的元件開發、SPA客戶的開發、工廠外移降低成本、經由終端產品來提昇經濟規模等)。儘管以現代先進的管理理念來看本研究之個案公司的經營策略，許多地方還是相當傳統，甚至於相當陳舊，但是本研究之個案公司卻依據此種獨特的管理模式，而能夠在競爭激烈的全球化市場中生存下去。 本研究運用商業理論(The Theory of Business)、客戶訴求價值理論、行銷學、生產營運管理、組織行為學，策略管理等理論、知識和方法，對本研究之個案公司的現狀、自身存在的問題加以分析，並對本研究之個案公司的綜合競爭力加以論證。本研究針對本研究之個案公司的外部和內部環境的分析，為該個案公司設計了發展策略。本研究提出了該個案公司應採取發展型策略的構想，確定了公司發展的策略目標。同時分析了執行策略的可行性，提出了保證執行策略的實際措施。 總結本研究之個案公司的經營策略，本研究得出了下列的結論: 一、企業的外部整體大環境是企業賴以生存的條件，它是企業行為的主要決定因素之一，本研究之個案公司的成功商業模式即在於它能夠適應外部的整體大環境，而做出有效的垂直整合與目標市場的區隔，從而有效整合局部環境和一般認為很難做趨勢預測的整體大環境，持續改善，逐步求精，甚至使本研究之個案公司能夠動態而彈性地適應整體的大環境因素。 企業的內部環境決定企業的生存能力，它決定了企業行為的成效，企業只能根據其自身的實際情況，建立起行之有效的管理機制 才能有效開發內部的潛能，而使得各種資源能夠做最適化的組合和運用，從而有效促進企業的成長和發展。 二、面對形形色色、各種派別的管理理論和管理方式，在許多外在和內在條件都不成熟的時候，企業不能依樣畫葫蘆照抄地加以盲目地引進和運用，最重要的是要有耐心、按部就班，打好企業的基礎，同時依據整體的大環境和企業自身的實際情況，以客製化服務、精簡設計流程、生產管制流程等創新管理方式為核心競爭力，以提高員工素質，具有可行性與適當的設計流程與生產管制流程為基礎，採取既不因循守舊又不急於求成，而最適合本研究之個案公司的管理模式(涵蓋經營哲學、經營方針、生產管制流程、策略聯盟、研發與工程及品質政策、客製化服務、設計流程)，使得企業管理能夠更上一層樓地逐步縮小與先進國家的差距。 到目前為止，本研究之個案公司與國際上眾多的大型跨國企業相比，還相差甚遠，因為在整體上而言，我國的企業大都還只是處於微笑曲線中端的低附加價值製造區塊，而且隨著規模的日益擴大和走向國際化，本研究之個案公司所面臨的將是多層面而且更加激烈的全球化競爭，因此本研究之個案公司在擬定其經營策略與產業分析與趨勢預測時，能夠不斷地有效吸收適合其公司運作的先進管理經驗與商業模式，使其經營策略更朝向現代化導向，決策流程更加系統化，而能夠持久地保持其獨特的競爭優勢。 關鍵字:商業理論、全面品質管理、競爭優勢 / After the World II, all kinds of management techniques have been emerged one after another. Along with the development of science and technologies, especially with the rapid development of modern information technologies, more new and developing managing techniques come out. The enterprises in our country have lagged behind those in the world. The gap behaves not only on technologies, but also on the managing levels. So more enterprises begin to change their old managing styles, and to learn the advanced technologies. However, before we changes, we must solve these problems such as how to choose among the various technologies? Do those advanced ones deem to be effective to us? How to tradeoff and balance between the advancement and effectiveness of the technologies and the management theory? The different choices will lead the enterprises to the different developing roads. So the choice is very important and challenging. Before this challenge, Peter F. Drucker, the great master in managing field, put forward the theory of Business. In this theory he expressed that one organization, whatever it is a enterprise or a non profit organization, before it chooses, it should recognize its existing bases first. Generally speaking, the theory of Business of one organization is made up of three assumptions, that is the assumption of its circumstances, the assumption of its special cooperation and the assumption of its core competence. If these three assumptions can be conformity with the social developing trends, if they can be conformity with each other and if can be learned by every member of the organization, all these key performance indicators will be the key factor of the organization doings, decisions and gains in the future. We can learn from the Theory of Business before making any decisions, every enterprise should know well about its global and local surroundings. Only when its doings conform to the surroundings , then the enterprise would attain positive gains, and those doings also will help the enterprise to develop a continuous improvement process. Otherwise the enterprise can not achieve its goals. Sometimes those doings will even become the obstacles on the roads. In Trolling Group (also abbreviated as Trolling ) has been doing very well in its developing history. Founded in 1995, Trolling Group has been developing rapidly, sustainably and steadily. The successful business model and experiences of Trolling are as follows: choosing the “high quality” as its developing starting point and at the same time executing strictly the quality managing technique of TQM(Total Quality Management); building up a perfect Service system; forming and carrying out a Trolling -characterized managing model of OEC( that is Overall every control and clear). If we analysis the Trolling ’s successful business model and experiences through the Theory of Business, we can learn that during the Trolling ’s development, it can always recognize it’s existing global and local circumstances. Then on the basis of the above conditions and it’s own quality, it carried out the most suitable managing techniques. So it can develop quickly and well. First, during it’s every developing stage, Trolling formulated its strategies on the basis of the analysis of economic circumstances. Second, according to it’s own capability，Trolling carried out the most suitable management methods. And Trolling ’s success came from the special enterprises alliances and cooperation under social surroundings, and its leader’s managing talent. If we analyze Trolling ’s management ways on the basis of those modern theories, many aspects are being old and even out-of-date. But Trolling succeeded. Trolling ’s success is mainly because that it can always basing itself upon its own conditions. We can say that Trolling ’s success is the success under the Trolling -characterized business model、managing circumstances and managing models. Trolling ’s successful business model and experiences is more empowered by innovation and uniqueness than those of many large transnational enterprises in the world. We can learn from Trolling ’s successful business model and experiences as follows: 1. The outer circumstances reinforce the enterprise’s existing conditions. They will decide what one enterprise can do and can not do. The basic point of Trolling ’s success is that Trolling can adapt itself to those outer surroundings. Even after efforts, some global circumstances fit Trolling ’s needs. The inner circumstances decide the results and effects of enterprise’s doings. Only when the managing system is on the basis of the enterprise’s actual conditions, it will be effective and help enterprise to attain its goal. 2. Facing the various emerging managing theories and methods, we should not unrealistically learn and carry out them. We must base ourselves upon the social realities, and choose the most suitable methods. So that we can shorten the lagging gaps and become more systematic and scientific in management practice. Up to now, Trolling Group has become a larger enterprise than before. But compared with those transnational corporations it still will be a very small potatoes, because the competition among Taiwanese enterprises is still on a lower level. In the future, Trolling will be larger and more internationalized; and it will face more serious and intense competitions . So Trolling Group should be customized more modern and advanced managing theories and methods that fit for themselves, so that it can maintain its competitive advantages and sustainable development. Key Words: the theory of Business、Total Quality Management、competitive advantage

在全球激烈的競爭環境下，基於市場規模以及成本考量，海外市場開發儼 然對台灣企業猶如一條不歸之路。因此，本研究針對跨國公司在做全球投資時， 面對全球環境所必須面臨之不確定的狀況，以及在快速變動的環境下，企業如 何掌握並適應整體兢爭環境，擁有競爭優勢，提出探討，祈能對台灣企業有所 助益和借鏡。 以無塵室工程承攬案為例，應對環境周遭的整體競爭環境做仔細的剖析， 才能針對目標市場展開系列的工程承攬活動，發現並把握工程承攬的機會，且 可以避開各種工程承攬的風險與威脅。 另外，卓越的企業應該要調整競爭策略，提昇競爭優勢，不要盲且追求市 場佔有率而更要重視的是如何提供顧客最大的價值。企業最大的挑戰除了是要 創造滿意的顧客，更大的挑戰是要企業所做的每一個決策，所花的每一分錢， 都應該是如何增加忠誠的顧客、並設法留住忠誠的顧客、提高顧客的終身價值， 以及爭取新顧客上門。 除此之外，有效的經營管理、組織學習與策略績效評估，勢將成為企業未 來延續與發展的重心。 關鍵字：Cleanroom 廠務工程 競爭優勢 競爭策略 CAPEX / Under intense global competition environment, and due to cost concerns and global market environment, developing business in global markets is becoming a none return way and surviving strategy of Taiwanese Enterprises. Therefore, this research focuses on an international company involved in global investment while facing uncertain environment, and how the company can quickly adapt to the fast pace of the world market and remaining a competitive edge and advantage. Through this research, I hope to assist companies in Taiwan with some useful advice and reference experience. Taking a clean rooms project as an example we shall analyze carefully the surrounding competitive environment. This helps with any future development of project bidding, and will decrease the risk and threats during various kinds of project bidding. Besides that an elite enterprises should adjust their business strategies to increase their competitiveness so they won’t just blindly follow the market trend, but to provide their customers with the biggest returns. The biggest challenge that enterprises face isn’t just customer satisfaction because every enterprise is capable of making a customer happy. Each decision a company made as well as each dollar that a company spends, should be on how to create a loyal consumer, so that the consumer will keep coming back to increase the final value of each consumer and to attract new consumers. Nevertheless, having efficient business management, knowledge organization and effective strategic evaluation will become the center focus for future developments of all enterprises. Key Words: Clearroom Facility-Engineering Competitive Strategy Competitive-Advantage CAPEX

企業組織於快速變動且競爭激烈的環境下，為了發展相對應之競爭策略及競爭行動時，必須將動態環境當作考量之重要因素。本研究以特力集團為研究個案，藉由AMC動態競爭模型中之三項動態競爭因子：競爭察覺（Awareness）、競爭動機（Motivation）和競爭能力（Capability），探討台灣零售業廠商如何因應動態環境與其經營策略走向。並延伸動態能耐觀點，瞭解組織在該其中如何調整內外部資源結構，以建構持續之競爭優勢，從而分析特力集團長期穩定獲利之關鍵成功因素。 特力集團因應環境變遷，持續調整經營策略和動態競爭的行為模式，並從中累積動態能耐，取得「國際化運籌佈局」、「生活型態先驅」和「全方位通路佈局」等三個競爭優勢。本研究並發現，依據競爭環境、經營策略，以及執行實務的不同限制與變因，台灣地區零售業的關鍵成功因素亦有其不同之適用性。在相對較為成熟的零售產業中，「供應鏈管理」是主要競爭力關鍵。而「行銷能力」和「品牌形象」能最直接接觸到消費者。另外，在「人力資源」和「資訊化」的部分，將依據產業類型和科技發展，持續精進不同人才需求和資訊流程內容。而朝「顧客導向」之趨勢發展，是零售業於動態環境中持續成長的最關鍵成功因素。

Småföretag utgör den ekonomiska motorn som påverkar nationers utveckling. Därför bör de kontinuerligt stödjas för att fortsatt kunna främja länders utveckling. 99 % av alla bygg- och anläggningsföretag är idag småföretag och på grund av branschens höga konjunkturkänslighet, låga inträdeshinder och hårda konkurrens löper de stor risk att misslyckas. Detta medför en efterfrågan på strategisk forskning som kan appliceras på deras speciella karaktärsdrag; flexibilitet och småskalighet. Strategisk forskning har genom historien haft olika fokus vid förklarandet av företags konkurrenskraft. Idag riktas forskningen mot ett internt perspektiv där den resursbaserade teorin är den mest använda. Då den externa miljön är i ständig förändring och kunders preferenser är volatila skapar inte det externa perspektivet en säker grund för att förstå företags konkurrenskraft.   Syftet med studien är att ur ett internt och externt perspektiv öka förståelsen kring hur konkurrenskraft kan stärkas för småföretag inom bygg- och anläggningsbranschen. Detta genom att identifiera centrala resurser samt studera hur dessa förnyas, tillämpas och utvecklas. För att besvara syftet har en kvalitativ studie genomförts där den primära datainsamlingen utgjordes av fem semi-strukturerade intervjuer. Två undersökningsföretag valdes ut efter ett strategiskt urval. Kriterierna var att företagen skulle klassificeras som småföretag och vara marknadsledande.  Utifrån studien kan det fastslås att det inte var tillräckligt att enbart analysera den resursbaserade teorin för att förstå hur småföretag inom bygg- och anläggningsbranschen stärker sin konkurrenskraft. Undersökningsföretagen belyste vikten av deras externa relationer med kunderna. Kundrelationerna hade en direkt koppling till företagens konkurrenskraft i form av avtal och rykte. Att endast analysera det interna perspektivet hade resulterat i en bristfällig analys av dessa resursers påverkan på konkurrenskraften. Således adderades det relationella synsättet efter analys av empirin. Utifrån dessa två perspektiv kunde det konstateras att små bygg- och anläggningsföretag stärker sin konkurrenskraft genom att skapa inbäddade relationer med kunder och anställda samtidigt som heterogena resurser måste förnyas, tillämpas och utvecklas. Genom detta kan konkurrensfördelar skapas. / Small businesses constitute the economic engine which affects nations’ development. That is why they continuously need support to further encourage the development of countries. 99 % of all the construction companies are today small businesses and due to the industry’s high sensitivity to economic fluctuation, low entry barriers and intense competition there is a high business failure rate. This leads to a demand of strategic research that can be applied on their special characteristics, flexibility and small scaled. Strategic research has throughout the history had a different focus in explaining businesses competitiveness. Today, research is more directed towards an internal perspective whereas the resource-based theory is the most used. As the external environment is constantly changing and customers’ preferences are volatile the external perspective cannot form a secure foundation to use in the understanding of business competitiveness.  The purpose of this study is from a resource-based view increase the understanding of how competitiveness in small businesses in the construction industry can be strengthened. This by identifying key resources and study how these are renewed, applied and developed. To answer the purpose of the study, a qualitative study has been used whereas the primary data collection consists of five semi-structured interviews. Two businesses where chosen by a purposive sampling. The criteria’s where that the businesses would be classified as small businesses and be leaders of the market.  Based on the study it can be established that it is not sufficient to only analyze the resourcebased theory in order to understand how small businesses in the construction industry strengthen their competitiveness. The research businesses highlighted the importance of their external customer relations. The customer relationships had a direct connection to the businesses competitiveness in terms of contracts and reputation. Only analyzing the internal perspective would have resulted in an inadequate analyze of these resources impact on competitiveness. Thus, the relational view was added to the study after analyze of the gathered data. Through these two perspectives it was noted that small construction businesses competitiveness strengthens through embedded relationships with their customers and employees while at the same time renewing, applying and developing heterogenic resources. Through this, a competitive advantage can be created.

Foundation and expansion of entrepreneurship without sophisticated business plan is impossible nowadays in such a competitive environment. Business plan helps to discover possible barriers of penetrating the market or financial needs. Goal of this thesis is to compile a business plan including all the requisites necessary for the possible realization. It is desirable to describe all the risks and advantages as well. In the first part of the thesis there are explanations of the main themes describing making of a business plan, its common forms and integral parts. Second part is focused to the real point of view of the small profiting company planning about the diversification of its activities to the different sector. The processes in the company are designed to be effective and progressive when applying into the new segment of market. Planning is based on marketing research which provides informations for the plan of marketing. That plan is consequently exposed to the financial plan.