I will look at what impact big data have had on the managerial strategic decisions in the food and beverage industry. This in order to understand the complexity and theory of organizational strategic management, an effort to define the contemporary strategic theory into a holistic conceptual model is done through a literature review on organizational strategy. This literature explicitly proposes four distinctly different types of strategies that management need to consider in the organizational context. Namely, long-term strategy, internal business strategy, external corporate strategy, and competitive strategy. The study analyzed the food and beverage industry over a decade (2005-2014), where the three of the largest actors in the industry were selected, Nestlé S.A, PepsiCo Inc, and Unilever. The choice of method was content analysis, where three structured categorization matrixes were developed which each analyzed parts of the annual reports. The study propose the role of big data as a strategic tool for managerial decision from a theoretical standpoint. The content analysis show that hypothesis 1, could be confirmed, big data have an impact on all the proposed four managerial strategic decisions. Second hypothesis could not be confirmed, since decentralization does only occur for one of the organizations, but increased external environment turbulence could be concluded for the industry in general. The third hypothesis could be confirmed, which show that there is an increase in individualization due to increased customer involvement and demand. The analysis discovered three distinct time periods during the last decade, namely pre- economic instability period (2005-2007), economic instability period (2008-2011) and finally the post-paradigm period (2012-2014). Where the year 2011 was the most turbulent in terms of economy and technology for the industry. The study clearly show that customers are now involved in the production process, customers are co-creators of the products. There is now a two-way communication and increased social responsibility awareness. This study shows that the old traditional approach of looking at markets in order to position yourself to stay competitive are obsolete as this study predicted. customers demand to be a part of the organizational culture. This conclude that big data is an important tool for all strategic managerial decisions.

縱觀我國資訊軟體產業發展至現在存在著規模偏小、資金不足、市場受限等問題。在這種情況之下，如何司法國際，合作或是策略聯盟來解決諸多問題。 本研究以國內資訊軟體產業發展為主要研究對象，期望探討我國資訊軟體產業的發展策略與方向。研究目標為探討我國資訊軟體產業的現階段現象、關鍵優勢及未來的發展利基。 首先透過全球重要國家的資訊軟體產業現況分析與競爭策略做分析，在分析後發現我國資訊軟體產業的發展要素可能會受到政府策略、人才培育計劃、市場需求三個要素所影響。之後本研究根據五大重要國家愛爾蘭、以色列、印度、南韓及大陸的發展模式進行分析推論，發現不同國家的資訊軟體策略與發展重點均不相同，並佐以IDC全球資料分析建構出三個重點，分別是我國軟體產業發展策略、資訊教育系統人才培育計劃、政府整體資訊政策。 希望由這些國家過去及現在的經驗中分析出對我國資訊軟體產業有幫助的方向。本研究希望能夠參考這些國家的經驗，將該國家的相關資訊基本資料及資訊軟體業現況做一分析及探討，並研究其資訊策略的形成運用現況及效果。 / In Taiwan, the software industry is facing problems like scalability, insufficient funding and restricted markets for the past years. To solve such problems, we need cooperation or strategic alley from global experiences. Our research is target at the software industry development in Taiwan. We hope to find out the development strategies and directions for the software industry. Our objectives are to analyze the current status of the software industry and to find out the critical advantages and inches for future development. We choose five countries well-known for their software industry as our analysis base. These countries are Ireland, Israel, India, South Korea and Mainland China. From their experiences, we find out three critical factors for the software industry including the government strategies, human resource incubation plans and market needs. Based on IDC global data and our analysis, we conclude that different countries have different software development strategies. Moreover, we recommend three key points for the software industry development in Taiwan. The three key points are software industry development strategy, information-related education and national wide software policy. In this research, we analyze some well-known countries for their past and current software experiences. We investigate their software industry polices and strategies. Then, we conclude some critical factors for the software industry in Taiwan. We hope that our conclusion points out some useful directions for the software industry in Taiwan.

隨著高齡化社會的來臨，慢性病及長期照護已成為主要的醫療型態，無線科技的進步，為居家照護個人提供一個新的服務與商業模式。本研究目的在分析遠距居家照護產業的產業結構以及產業環境，針對國外目前已實行的遠距居家照護計畫及個案作探討、比較，以了解遠距居家照護產業的發展現況，並找出此產業的競爭模式及發展趨勢之策略。研究的資料來源包括期刊、論文、專書，以及網路資料，利用文獻分析之次級資料分析法，以輔助遠距居家照護產業分析。研究採用Michael Porter的產業結構分析作為理論依據。分析結果發現遠距居家照護產業客戶的議價力高，同業競爭尚不激烈，供應商的議價力高，新進者的威脅中高，替代品的威脅中高。遠距居家照護新興產業特性包含技術、策略及政策上的不確定性，成本及經費補助上面臨困難，早期發展的限制與風險，尚未標準化的產品和技術等。遠距居家照護市場需求及產業規模大，有相當大的成長空間。目前台灣遠距居家照護產業有很好的發展機會及優勢，但也遭遇相當多困難包括產業發展起步晚、產品及技術吸引力不足等。因應策略包括降低客戶及供應商的議價力以提高產業進入障礙，採取低成本領導策略，尋求產品及服務內容差異化提高競爭優勢。政府應積極鼓勵遠距居家照護產業發展並儘早設立認證制度，以保障照護服務品質。本研究結果可供產業競爭策略及發展之參考。 / As the elderly population increased in the 21 century, chronic diseases and home health care have become the focus of medical care. With the rapid advancement in information technologies (IT) in Taiwan, home telecare provides a new service and business model for the care of patients at home. The purpose of this study was to analyze the developmental trends of home telecare industry and its competitive strategies. The structure of the industry, industry environment, and competitive strategies were analyzed. The home telecare project and business model of the industry was also compared. Data collected from literature including journal, theses, books and internet were used for secondary data analysis. Michael Porter’s conceptual model was used as a framework to analyze the home telecare industry. The analysis showed that there were high bargaining power of buyers and suppliers, moderately high threat of new entrants and substitute products or services, and low rivalry among existing firms. Characteristics of the emerging home telecare industry included high uncertainty of the technology, strategy and policy, financial difficulties in cost and funding support, limitation and risk in early development stage, non-standardized products and technique, etc. There were high needs, industry scale, and space of growth in the industry, as well as good advantages and opportunities for the development of the home telecare industry in Taiwan. Difficulties encountered included delayed development of the industry in Taiwan, inadequate attraction of product and technique etc. Competitive strategies involved decreasing bargaining power in clients and suppliers, lowering cost strategies, differentiation in product and service content to increase competitive advantage. Government should actively involved in the development of home telecare industry and set up legal regulations to insure service quality. The findings of this study can be used as a reference for the competitive strategy and development of home telecare industry.

資訊科技不斷的日新月異，整個社會也已經邁入了資訊時代。網路科技帶來了「網路經濟」，在此階段裡有許多新興的企業產生，但在歷經了網路泡沫後，許多企業也因而消失。這整個帶給人們在策略上新的思維，藉由網路、資訊科技，企業似乎可以比以前更有競爭力，藉由網路，企業似乎可以跳脫以往疆界的觀念，而達到無遠弗屆的境界，藉由新的科技，小蝦米也可以創造一番大的事業。本研究主要是因應在資訊爆炸的時代及科技不斷進步下，以承接研究計畫的專案單位在面臨競爭的壓力時，如何藉由資訊策略來幫助提昇競爭力。 本研究的個案單位正面臨不斷競爭的壓力，不僅外在的競爭者的加入，而且因為預算不斷消減，相對以往的人事成本反而增加，在面對新的環境要如何持續保有競爭力？本研究主要是以企業競爭優勢、企業策略與資訊策略三個方向來探討分析。由研究得知以此類型個案單位的研究很少，研究資源相當有限，不過從個案單位的案例分析中，雖然個案單位對資訊化的投入一直不懈怠，然而資訊科技對個案單位的影響就格道分析來看還只是在「支援型」的階段，也就是IT對它們在作業和未來策略的制訂都影響不大。本研究的分析結果建議此類型的個案單位應從「流程改造」開始，重新開發新的整合的專案管理系統。當然除了「流程再造」及建立「專案管理系統」外，相對應的制度等也需一併配合。本研究建議資訊部門重新定位與正名是有必要的，為了激勵資訊部門的績效，其升遷制度也有必要做調整。藉由專案管理系統來改善個案單位的經營績效，然後將公司帶入「工廠型」的階段。而未來更可以透過此一階段所累積的知識資料庫，進而創造出「智庫」型的應用，再將企業轉型成「策略型」的組織。 雖然相關的研究資料難以找到，不過本研究的過程及對以承接研究專案的專案單位的資訊策略建議，希望能作為未來相關領域或相類似公司的參考。

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

台灣正面臨整個大環境的不景氣，各產業均須擬定策略來因應環境的挑戰。在政府重視電子科技產業的情況下，傳統產業並沒有受到重視，但還是有一些廠商，能自力自強走出一片天。因此，本研究的議題是：面對世界經濟變化，傳統產業要如何才能持續生存和重新整合再出發？本研究以個案研究的方式探討企業如何運用群聚策略以提昇競爭力，希望研究結果有助於傳統產業未來的轉型。 傳統產業的業者甚多，本研究以一家玻璃製造公司進行研究，達到以下研究目的： 1.綜合分析現有玻璃產業現況及產業結構與環境變化，以利研究標的之掌握。 2.探討個案公司對於群聚策略之導入：所遇到的問題及如何解決;同時分析群聚資 源的整合方向。 3.了解傳統產業以群聚方式轉型過程中的作法，以提供其他產業之參考。 本研究整理個案公司的群聚策略與思考邏輯，發現因玻璃加工的生產技術透明度高，產業的進入障礙低，廠商無法成為價格的決定者，若採用群聚方式就能創造新的經營方向。因此，傳統產業群聚之焦點廠商如能將現有的資源加以整合，並可運用下列方式來提升競爭力： 1.聯合展示，如展覽館或博物館 2.品牌的建立和推廣 3.文化創意與藝術的結合，如玻璃廟和玻璃神轎 4.生態保育和文創的組合，如保育的推廣、白海豚、和玻璃文創 5.善用優勢分工以整合群聚成員的資源。 / In Taiwan, the whole environment is downturn because of industry changing. How do make individual industry to take strategic decision to face the challenges and struggle to survive in this timing. Traditional industries were not appealed and paid attention by government in Taiwan under government focus on High-Tech electronic industry. But some companies made good even outstanding by themselves. How do these traditional industries survive and face the whole world changing? How do they reintegrate the resource to start again? It is worth to study this topic. We use case-studying way to research. My paper theme is “In A’company case, using Clustering-Policy to enhance its competitiveness ”. We use depth interviews way to understand how these company choose solution to restruct under fierce international competition. We choose the company to research that it is glass-making manufacture afer evaluating many traditional companies. And we want to achieve the following purpose: 1. Analyze environment and structure of glass industry in many ways in order to handle my research topic. 2. To study how the case company use the Cluster-Policy strategy. Which problems did they face? How did they solve ? And we analyze the direction of cluster resource. 3. We want to understand the way they took in company changing for survival for suggesting to other industry. The following list are my research results: How to integrate the resource is the key point to raise their competitiveness in traditional industry. Under limited resource, we can use the following ways to jump up. 1. Joint show - exhibition or museum 2. Brand building and brand made-TTG 3. Cultural creativeness and artistic - glass temple and glass temple palanquin (folk binding) 4. Ecological conservation and cultural and creative combinations - plus brand to promote conservation 5. Clustering Integration Division - make good use of the advantages of division of labor Through by stating the relevant operating methods, analyzing problems and ideas, we can understand the Clustering-Policy solution and thinking logic of this company taking. According to my research, we can see that the glass industry entry barriers are not difficult, by production technology and high transparency, the manufacturers are unable to be price makers, but they can use Clustering-Policy to create a new business direction.

Na construção civil dois agentes são os responsáveis pela materialização das obras. O primeiro deles são as construtoras. Porém, a maior parte dos trabalhos nos canteiros de obras é delegada a empresas executoras de serviços de obras (EES), ou subempreiteiras, o segundo de tais agentes; em uma prática conhecida como subcontratação. Quando as EES possuem recursos e competências, ou ativos, que lhes permitem executar adequadamente os seus serviços, caracterizam um subconjunto de EES. Este subconjunto é denominado empresas de execução especializada de serviços de obras (EEE). Adicionalmente, no Brasil, a maioria das EES são micro e pequenas empresas, e muitas delas carecem dos ativos adequados para desempenhar os seus serviços. Para piorar esta situação, as EES são maiormente contratadas em condições desfavoráveis, tanto comerciais quanto na produção. Complementarmente, os resultados do setor da construção civil são produzidos por diferentes agentes que atuam nos sistemas de produção da construção, dos quais também dependem os resultados das EES. Não obstante, alguns agentes, principalmente as construtoras, contribuem com as EES, ajudandoas a obterem melhores resultados. Contudo, seus resultados, como os da construção civil no geral, não são os melhores, afetando a competitividade do setor. Dada a sua função nas obras, para melhorar o setor, precisa-se de EEE. O objetivo desta tese é discutir estratégias para desenvolver empresas de execução especializada de serviços de obras. Para tanto 56 entrevistas foram realizadas usando o método de teoria fundamentada em dados (Grounded Theory). Os resultados desta tese dizem respeito à descoberta dos processos de Habilitação e Acondicionamento dos sistemas de produção. Mediante tais processos se habilitam ativos e condições adequadas para os agentes, entre eles as EES, alcançarem o melhor desempenho dos seus papéis nos sistemas de produção da construção civil. Com base em tais processos, são propostas oito estratégias para desenvolver EEE. O desenvolvimento de melhores ativos e condições, bem como o seu acondicionamento nos sistemas de produção da construção civil foram identificados como fontes de melhoria para o setor. / In Construction Industry two agents are responsible for the realization of onsite works. The first of these are contractors. However, most of the work at construction sites is delegated to trade contractors (EES), or subcontractors, the second of such agents, in a practice known as subcontracting. When EES have the resources and skills, or assets that allow them to properly perform their services, they feature a subset of ESS. This subset is called specialty contractors (EEE). Additionally, in Brazil, most of the EES are micro and small enterprises, and many of them lack the adequate assets to perform their services. Compounding this, the EES are most mainly engaged in unfavorable conditions, both commercial and in production. In addition, the results of the construction sector are produced by different agents working in the construction production systems, from which the results of the EES also depend on. However, some agents, especially the contractors, contribute to the EES, helping them to achieve better results. However, their results, such as construction in general, are not the best, affecting the sector\'s competitiveness. Given its role in the works to improve the sector, EEE are needed. The objective of this thesis is to discuss strategies to develop specialty contractors. For this purpose 56 interviews were conducted using Grounded Theory method. The results of this thesis concern the discovery of Enabling and Conditioning processes of production systems. Such processes enable adequate assets and conditions for agents, including the EES, achieve the best performance of their roles in the construction production systems. Based on these processes ten strategies are proposed to develop EEE. The development of better assets and conditions as well as their conditioning in construction production systems have been identified as sources of improvement for the sector.

O objetivo deste trabalho é investigar as estratégias de produção e prioridades competitivas de 6 empresas do pólo calçadista de Jaú-SP, no âmbito do mercado doméstico e internacional, e verificar como as várias áreas da produção participam como apoiadoras destas estratégias. O desenvolvimento desta pesquisa envolve um estudo de caso em seis empresas do pólo calçadista de Jaú-SP, verificando quais as estratégias utilizadas por elas e como se diferenciam dos concorrentes através do estabelecimento de estratégias genéricas, estratégias de produção e respectivas prioridades competitivas, como custo (menor custo da produção), a qualidade (sob a ótica da satisfação do cliente), o desempenho das entregas (busca por menores prazos) e flexibilidade (principalmente no que tange ao mix de produtos e volume de produção) e a sobreposição destas. / This work aims at investigating the manufacturing strategies and its competitive priorities in six companies of the footwear industry of Jaú-SP. This study not only involves the diagnosis of the domestic and international market, but also discusses how the various aspects of production management support these strategies. The development of this research also includes the analysis of how these companies differentiated themselves from their competitors in terms of the establishment of generic strategies, manufacturing strategies and their respective competitive priorities, such as cost (lower cost of production), quality (under the optics of customer\'s satisfaction), delivery performance (search for shorter deadlines) and flexibility (mainly the product mix and production volume), as well as their possible overlay.

Made available in DSpace on 2016-04-25T16:44:49Z (GMT). No. of bitstreams: 1 VictorWernerDedenhardt.pdf: 5194317 bytes, checksum: 11de35cb923004979137f5ea1beb676d (MD5) Previous issue date: 2006-09-04 / The objective of this study is to explore, to identify and to analyze alignments in competitive strategies and organizational culture in Brazilian companies producing heavy machinery equipment. Scholar reference used to identify competitive strategies was Miles and Snow`s (2003), for organizational culture it was the Competitive Values Model by Quinn and Rohrbaugh (1983), and for the synchrony between the two of them it was the model by Quinn and Grath (1985). The basic assumption is that culture, with its power to move members toward a common purpose, is capable of rolling out competencies to other members, thus helping to implement a competitive strategy. Certain types of organizational culture would be better tuned to certain strategic characteristics, thus favoring their alignment. Field research was based on the methodology of multiple-case studying, involving seven large corporations and seven small and medium sized companies from the heavy machinery industry. Investigation was quantitative by means of questionnaires, complemented by face to face interviews. The research indicates that the great majority of the companies studied have a defensive competitive strategy, a characteristic of the maturity of their sector. Their vision is conservative when developing new products, more concerned in improving efficiency to decrease costs and guarantee their market share. Most of the companies has presented a rational cultural, oriented according to their environment and centralizing decisions toward reaching their targets. Instrumental reasoning characterizes this sector in their struggle to show results to shareholders / O objetivo da dissertação é exploratório para identificar as estratégias competitivas e as culturas organizacionais das empresas brasileiras produtoras de equipamentos mecânicos pesados, e analisar seu alinhamento. O referencial teórico usado para identificar as estratégias competitivas é a tipologia de Miles e Snow (2003), das culturas organizacionais, o Modelo de Valores Competitivos de Quinn e Rohrbaugh (1983) e a sintonia entre as duas é o modelo de Quinn e Grath (1985). A premissa básica é de que a cultura, com sua força de impulsionar os membros para um propósito comum, é capaz de repassar competências para outros membros e, assim, ajudar a implementar uma estratégia competitiva. Certas culturas organizacionais estariam mais sincronizadas com determinadas características estratégicas e favoreceriam seu alinhamento. A pesquisa de campo seguiu a metodologia do estudo múltiplo de casos, envolvendo sete empresas grandes e sete empresas pequenas e médias do setor produtor de equipamentos pesados. A investigação foi quantitativa, realizada por meio de questionários e complementada com entrevistas. A pesquisa revelou que a grande maioria das empresas estudadas possui uma estratégia competitiva defensiva, característica da maturidade alcançada pelo setor. Sua visão é conservadora no desenvolvimento de novos produtos, preocupando-se mais em desenvolver a eficiência para diminuir custos e garantir seu mercado. A maioria das empresas apresentou uma cultura racional, que se orienta ao meio ambiente e a uma centralização das decisões, preocupando-se, sobretudo, em alcançar metas. A razão instrumental é uma característica do setor na sua luta para mostrar resultados aos acionistas

På modemarknaden råder idag en stor konkurrens och det blir allt svårare att differentiera sitt företag. Ett ökat mediebrus distraherar kontinuerligt det budskap företaget vill sända ut till kundgruppen. Idag tvingas företagen ta ett allt större socialt ansvar främst av kommersiella skäl. Miljöengagemanget blir allt större och framför allt attityden och beteendet hos konsumenterna leder till en annan slags konsumtion eller rent av till en ny trend. Utifrån problematiseringen har vi undersökt, beskrivit samt analyserat marknadsförings-strategin av en kedjeägd- respektive en privatägd butik. De utvalda butikerna blev Brothers & Sisters i Borås City respektive Centrum Manufaktur i Alingsås. Fokus låg på jämförelsen av marknadsföringen mellan två butiker, där en är centralstyrd och ingår i en kedja medan den andra är en enskild butik som är styrd i privat regi. Hur miljöperspektivet inkluderas i kommunikationen berördes också. Vi kartlagde skillnader och likheter samt fördelar och nackdelar med butikernas kommunikation och påverkan. De datainsamlingstekniker som har legat till grund för undersökningen är två personliga intervjuer och två enkäter. Intervjun har skett i möte med respondenten för respektive företag. Enkätundersökningen har genomförts på stan i Alingsås och Borås med ett icke sannolikhetsurval av respondenter. Undersökningen visade att både Brothers & Sisters och Centrum Manufaktur använder sig främst av interna åtgärder för att konkurrera och skapa lönsamhet. Den övergripande strategin för att skapa differentiering och påverkan är genom valet av tre faktorer; service, sortiment och människor. Det som skiljer företagens marknadsföringsstrategier åt är valet av informationskanaler i marknadskommunikationen, organisationens uppbyggnad samt varumärkena som ingår i sortimentet. Företagen lyckas med att kommunicera ett starkt sortiment och god service då kunden förknippar företagen med just de här faktorerna. Att döma utifrån de genomförda intervjuerna och enkätundersökningarna blir det tydligt att en butik tillhörande en kedja samt en butik som bedrivs i privat regi, kan ha likvärdiga strategier och stöta på liknande problem när det gäller marknadsföringen och dess genomslagskraft.The fashion market is today highly competitive and it becomes increasingly difficult to differentiate their businesses. An increased media noise continually distracts the message the company wants to send to the client group. Today, companies are forced to take greater social responsibility mainly for commercial reasons. Environmental commitment is increasing, and above all the attitude and behavior of consumers leads to another kind of consumption or even to a new trend. From the issue we have examined, described and analyzed the marketing strategy of a chainstore and a privately owned shop. The selected stores were Brothers & Sisters in Borås City and Centrum Manufaktur in Alingsås. The focus was on comparison of marketing between the two stores, one of which is part of a chain while the other is a single store that is operated privately. The environmental aspect included in the communication was also a part of the study. We map minded, similarities and differences, advantages and disadvantages of store communication and the influence on the market. The data collection techniques that were the subject of the investigation are two personal interviews and two surveys. The interview took place in a meeting with the respondent for their respective companies. The survey has been carried out on the town in Alingsås and Borås with a non-probability sample of respondents. The investigation revealed that both Brothers & Sisters and Centrum Manufaktur mostly uses internal measures to compete and operate profitably. The overall strategy for creating differentiation and impact is through the choice of three factors: service, assortment and people. What distinguishes the firms marketing strategies were the selection of information channels of marketing communication, organization structure and the brands included in the assortment. The companies manage to communicate a strong range and good service when the customer associate companies with just these factors. Judging from the interviews and questionnaires, it becomes clear that a shop belonging to a chain and a store that is conducted in private, may have similar strategies and encounter similar problems in terms of marketing and its impact. / Program: Butikschefsutbildningen