Orientador: Vagner Cavenaghi / Banca: José Alcides Gobbo Júnior / Banca: Davi Noboru Nakano / Resumo: O ambiente competitivo e de mudanças dinâmicas ao qual as empresas brasileiras estão inseridas exige que estas adotem estratégias, para que suas ações sejam previstas e, sua estrutura seja adequada para o ambiente que se deseja atuar. A indústria de confecção, além deste ambiente competitivo, possui a particularidade de ser, em parte de sua cadeia, envolvida com grande diversidade e mudança de seus produtos, implicando diretamente em seus processos de produção, o que acentua ainda mais a necessidade de alinhamento das estratégia de produção. O presente trabalho objetivo analisar o alimento das estratégias competitivas e de produção em empresas produtoras de confecção, pertencentes ao Arranjo Produtivo Local Moda Sudoeste (APLMS). Como objetivo secundário, busca-se examinar o alinhamento entre a estratégia de produção a partir de suas prioridades de produção, e as áreas de decisões estruturais e infra-estruturais do processo produtivo que suportam estas prioridades competitivas. Desenvolveu-se um estudo de caso descritivo a partir de uma pesquisa de campo com seis empresas. Os resultados desta pesquisa revelaram que as empresas são em sua maioria de pequeno porte, e atuam em duas estratégias competitivas. As produtoras de calças em modinha jeans possuem a estratégia competitiva de diferenciação, e as produtoras de calça social possuem a estratégia competitiva de menor custo. As prioridades de produção encontradas entre as empresas com estratégia competitiva de diferenciação são principalmente a qualidade e a flexibilidade, e das empresas com estratégia competitiva de menor custo são qualidade e custo. Observe-se ainda, a identificação da falta de alinhamento prático entre a estratégia competitiva e de produção das empresas pesquisadas, sobretudo pela grande oportunidade de implementação de técnicas e práticas que desdobrem as prioridades de ... (Resumo completo, clicar acesso eletrônico abaixo) / Abstract: The competitive and dynamic changes to which Brazilian comapanies are included demands tahth they about strategies so that their actions are planned, and it structure is suitable for the environment you want to act. The clothing industry, in addition to this competitive environment, has the distinction of being in part of their supply chain involved with diversity and change their products, resulting directly in changing their production processes, which further accentuates the need alignment of strategies and competitive production strategy. This paper aims to analyze the aligment of competitive strategies and production companies producing clothing, belonging to the Arranjo Produtivo Local Moda Sudoeste (APLMS). As secondary objective, we seek to examine the alignment between manufacturing strategy through its production priorities and areas of structural decisions and infrastructure of the production process that support these competing priorities. We developed a descriptive case study through a filed with six companies. The results of this survey revealed that companies are mostly small, and act in two competitive strategies. The producers of pants fad jeans have the competitive strategy of differentiation, and the social production of pants have the competitive strategy of lowest cost. The priorities of mainly the quality and flexibility, and business and competitive strategy are the lowest cost quality and cost. Data were also obtained, to identify the practical lack of alignment between competitive strategy and manufacturing companies surveyed, especially the great opportunity to implement techniques and practices that deploy competitive priorities of those companies in structural decisions and infrastructure that are active and competitive strategy aligned to them / Mestre

Orientador: Renato de Campos / Banca: Vagner Cavenaghi / Banca: Marcel Andreotti Musetti / Resumo: Na dinâmica dos mercados globais, a função produção contínua a ser uma área essencial para obtenção da vantagem competitiva nas organizações, onde, a maturidade dos processos produtivos está diretamente relacionada com o potencial competitivo dos negócios, principalmente, nas empresas de manufatura. Este trabalho examina os principais conceitos sobre estratégia competitiva e de produção, destacando o conceito dos critérios de desempenho, proposto por Slack (1993); o conceito das cinco forças competitivas, proposto por Porter (1979); e o conceito dos quatro estágios da função produção, proposto por Hayes e Wheelwright (1985), tendo como objetivo a elaboração de um estudo em seis empresas do setor calçadista da região de Birigui-SP, buscando identificar perfil estratégico destas empresas e proceder uma classificação do grau de maturidade da função produção, baseando-se no modelo dos quatro estágios de Hayes e Wheelwright. A pesquisa detém uma abordagem qualitativa e descritiva, utilizando o método de estudo de casos múltiplos. Quanto à maturidade da função produção nas empresas, os resultados sugerem, segundo as pesquisas, classificações ligeiramente variadas, onde as empresas mantiveram-se entre os estágios 1 e 2 do modelo proposto. Quanto à visão estratégica das empresas, é possível observar uma preocupação distinta com o design de seus produtos e o bem estar de seus clientes. No que se refere às forças de competitivas, é possível notar que os fornecedores e os produtos substitutos destacaram-se como as principais forças de impacto nas empresas analisadas, e os principais critérios de desempenho foram o custo e qualidade. Entende-se que os resultados encontrados são significativos e a utilização do modelo de quatro estágios da função produção se aplica como uma ferramenta para avaliação e classificação da função produção ... (Resumo completo, clicar acesso eletrônico abaixo) / Abstract: In the dynamics of global markets, production function remains a key area for securing competitive advantage in organizations, where the maturity of processes is directly related to potential competitive business, especially in manufacturign companies. This paper examines the main concepts of the competitive strategy and production, highlighting the concept of performance criteria, proposed by Slack (1993), the concept of the five competitive forces proposed by Porter (1979), and the concept of the four stages of production function proposed by Hayes and Weelwright (1985), aiming at the elaboration of a study in six companies in the footwear sector in the region of Birigui-SP in order to identify the strategic profile of these companies and make a classification of the degree of maturity of the production function, based on the model of four stages of Hayes and Wheelwright. The research has a qualitative and descriptive, using the method of multiple case study. As for the maturity of the production function in business, the results suggest, according to polls, ratings varied slightly, where companies have remained between stages 1 and 2 of the proposed model. As for the strategic vision of companies, we can observe a distinct concern with the design of its products and the welfare of their customers. With regard to competitive forces, it is possible to note that suppliers and substitute products stood out as key forces in business impact analysis and key performance criteria were cost and quality. It is understood that the results are significant and use the model of the four stages of production function is applied as a tool for assessment and classification of production function, and may assist in performance measurement and strategic alignment of organizational practice / Mestre

The last five years has seen a large increase in the sales of ecological wines in the Swedish retail stores. This trend has not yet reached the restaurants, where the consumers do not choose an ecological alternative in the same amount as in the stores. The Chilean ecological wines were 2010, in top five bestsellers among the organic wines. With their good quality and low price they should be able to reach a larger market share in the restaurants as well. The purpose of this paper is to examine what contributes to the difference of ecological wine sold in Swedish retail stores and in the restaurants, another aim is to find what influences Systembolaget and the restaurants when purchasing wine.

<p>The ability to digitize information goods such as music and movies and the growing accessibility of the Internet has led to online piracy and the emergence of a new class of retailers that specialize in digital downloads. Both online piracy and digital retailers have changed the dynamics of the information goods distribution channel. In my dissertation I focus on issues related to this change.</p><p>In the first chapter, "Digital music set free: the flip side of DRM," I study the effect of Digital Rights Management (DRM) mechanisms on the competition between traditional and digital retailers and on online piracy. DRM refers to technologies designed to control how end users may access, copy, or convert digital media. In the context of music downloads, DRM makes piracy of digital music more difficult, and until recently, most legal outlets for downloadable music only sold songs with DRM protection. Recently download retailers have convinced record companies to allow them to sell DRM-free music. The introduction of DRM-free music raises several important questions: Will music piracy increase as the opponents of DRM-free music predict? Will the music industry profits go up or down? How will CD retailers be affected? Will all labels start selling the unprotected (DRM-free) content? </p><p>I address these and related questions by developing a model of a music distribution channel that allows a record label to sell through both traditional CD retailers and iTunes-like download services at different wholesale prices. Among the interesting results, the analysis indicates that the level of piracy may decline when DRM protection is removed and that the traditional retailers much prefer to compete with distributors of pirated digital music rather than with legal music download services.</p><p>The competition between online and traditional retailers has led to interesting pricing policies on which I focus in the second chapter, "Digital movies at one simple price: the effect on competition." Online retailers tend to prefer uniform pricing (e.g. iTunes Store) where all "products" carry a single price, while traditional retailers do not have a policy of uniform prices. It is important to understand why one retailer should choose a single, uniform price and what impact it has on the competing retailer who chooses multiple prices. I focus specifically on the impact that single price policy adopted by digital retailer has on the traditional retailer. I also analyze the choice of uniform vs. differentiated pricing by modeling the competition between online and traditional retailers for vertically differentiated information goods. Importantly, I demonstrate how the asymmetric equilibrium we observe in the market today can change systematically with the nature of competition between the retailers.</p> / Dissertation

The purpose of this study is to analyze the current situation and trend over Taiwan's Specialty Chemicals of Printed Circuit Board industry. In addition, this study explores the optimal management strategy through competitive strategy theory and case study, and proposes suggestions on management stratedy to Specialty Chemicals of Printed Circuit Board industry. The key success factors were summarized from literature review and analysis of current industry status. By using these factors as variables to design the questionnaire and conducting the survey with in-depth interview, following concousions were made from the study. 1.The business advangate of Taiwan Specialty Chemicals of Printed Circuit Board industry includes the well-developed finance and stable capital support, great R&D ability, stable quality sandard, outstanding customer and after-sale service, plenty talent person for management and technology, and excellent enterprise culture. 2.Key factors affecting the competiveness among the Taiwan Specialty Chemicals of Printed Circuit Board industry are as follows. (1)Suppliers: product quality and the ability of problems solving and readily answering form suppliers. (2)Customers: identification with the brand quality and the bargaining power and purchasing amount of customers. (3)New entrants: distinctive product and technology, product differentiation and cost advantage. (4)Substitute products: function, quality, price, switching cost and R&D ability of substitute products. (5)Competitive rivalry: switching cost of customers, the integral industry growth rate and the integral actual strength of competitors. 3.The study suggests the Taiwan Specialty Chemicals of Printed Circuit Board industry to adopt the following competitive strategy. (1)Cost leadership strategy: to seek for suppliers with lower supplying cost, stable suppling and lower manpower cost. (2)Differentiation strategy: product innovation and quality. (3)Growth strategy: vertical intergration of upstream to downstream manufacturering partners and discriminiate market development.

The enforcement of national health insurance brings the new transition of medical service. The main purpose of this study is to investigate patients¡¦ emphasis and satisfaction on different dimension of service quality. The study referred to industrial views, related literature review and 5Qs model (Zineldin, 2006). Eventually, the practical research results are used to conduct a competitive niche strategy and a positioning plan of extracorporeal shock wave lithotripsy market to seek the unique value of medical service differentiation. According to the empirical view, the satisfaction and loyalty of those patients who had operations under the hospital treatment were significantly higher than those patients who didn¡¦t. ¡§Quality of atmosphere¡¨ and ¡§Quality of infrastructure¡¨ were the two factors which had positive impact on the satisfaction of patients. Also, ¡§Quality of medical care interaction¡¨ and ¡§Quality of atmosphere¡¨ affected the loyalty of patients greatly. Therefore, this study suggested that doctors should provide professional medical services to offer unique attributes which were valued by patients, and then achieved the influence of word-of-mouth marketing. The Competitive strategy is (1) from standardization to differentiation: creating values to patients by standard operation procedure. (2) from selfish departmentalism to patient-orientation: providing more interactions during medical service to fulfill the cognitive and emotional needs of patients. (3) from tradition to innovation: carrying out a new model which was designed by whole new ideas to supply medical service with sustainable competitive advantage. (4) from closed to open environment: emphasizing on profession and abandoning asymmetric information to develop trust relationship between doctors and patients. The strategic positioning of ESWL is to provide cordial, effective and fast integrated medical service for patients, and the establishment of ¡§Shock Wave Lithotripsy Center¡¨ is the further step of this strategy.

The Law for the Development of the Cultural and Creative Industries is passed by the Legislative Yuan on Feb 3, 2010 and implementated on August 30, 2010. It shows that the Taiwanese government is devoted into cultural and creative industries, and also to position cultural and creative industries in a significant place of culture policy. In the Law, there are 16 categories. Among them, the researcher thinks that the handicrafts industry, the digital content industry and the visual communication design industries are full of developmental potential. Therefore, this study will draw three cultural and creative industry projects form these industries as the focus of the analysis. This research applies the resource-based theory on three Taiwan's cultural and creative industry companies. The research interviews one case of each industry listed above. Through interviews and documents, the research attempts to understand those companies¡¦ internal resources, explore their core competencies, and further analyze of the competitive advantages and strategies. Several research questions are listed: what are the successful factors of three cases? What resources are available in their companies? What are their competitive strategies? The analysis will help to understand the development of Taiwan's cultural and creative enterprise and business. In addition, interviewees also provided suggestions for the current policy of Taiwan's cultural and creative industries. Finally, the researcher provides suggestions to the three cases, Taiwanese government on policy of Cultural and Creative Industries in Taiwan, also made efforts for the further studies.

Abstract Globalization and joint of WTO have made Taiwan government to speed up the opening of banking services. The banks in Taiwan are forced to modify their business models in order to increase their competitiveness, especially after the Financial Holding Company Law announcing. All dimension business models for banking industry has handicap for the needs of specific field. Hence, banks have to focus more on the market position and segmentation. Targeting and development of the regional central branch system is an innovation of business model for integrating the current operating system of local branch and organization. The central branch system is able to gather up resources and produce the effect of specialization Many banks have put central branch system into practice and have received significant achievements, although some banks hang back. Therefore, our study tries to analyze the performance of the central branch system by the seven dimensions business model, and proposes the operating strategies. From the reviews of literature we build up the business model theory, which guide our interviews to the five selected banks. We reach the following conclusion. 1. Route types and backup system play the key roles for operation of the regional central branch system. 2. Operating process has the secondary importance in our seven dimensions business model. 3. Technical innovation, surprisingly, is not important. 4. The viewpoints of the seven dimensions business model for senior and middle managers are slightly different for any single interviewed banks. However, for the comparison of these five banks, the viewpoints for all these senior and middle managers are very consistent. 5. Banks under financial holding company or not do not have different viewpoint. However, banks under financial holding company emphasize more on standardized and profound overall services. Banks not under financial holding company pay more attention on the depth and extent of their products. Keywords: consumer banking, the regional center of consumer banking, financial holding company, business model, competitive strategy.

Taiwan¡¦s IC foundry has truly emerged as important roles in Taiwan¡¦s electronic industries, whose fast growth has successfully been in the construction of Taiwan¡¦s economic miracle. Through the differentiation strategy, TSMC, the largest and most successful dedicated IC foundry in the world, expands and develops its business from bottom to top. It also has well driven IC industries a Cluster Effect, prosperously fostering the industries in its supply chain, from IC design and manufacturing to packaging and testing, even rapid growth of Taiwan¡¦s personal computer and peripheral industries relatively. Long-term, increasing growth for IC industries had earned many companies to invest low entry barrier factories - IC packaging that needs lower technical expertise and less capital. However, against semiconductor industrial booming and bust cycles, and the phenomenon known as the Bullwhip Effect in supply chains, most packaging factories have been confronting with the challenges in worse and more competitive environments. Those factories, even the same for the new entrants, actively adopted all different types of competitive, cooperative and integrated strategies, not only for profits but survival. In this study, based on path dependence theory, the competitive strategies among ten new IC packaging companies were introduced to discuss, examine, and more further verify the linkages between their competitive strategies and developing paths. The conclusion indicates that competitive strategies of positive developing path may offer new entrants a successful, experienced model to copy with. 1.The advancement of Taiwan IC packaging new entrants gave evidence for developing path¡¦s model. That is to say, different competitive strategies will result in different developing paths. 2.The competitive strategies of the positively developing path¡¦s model are helpful for new entrants to develop positively. Strategic positioning helps to concentrate company¡¦s resources onto her beneficial path to develop. Innovative strategies will help to break through the limitations of path and guide the developing path to success. Competitive advantage helps the developing path come into positive cycles. 3.IC packaging companies have to review and react very often to manage their competitive strategies when the developing path is influenced by the variances of inner and outer environments.

Steel industry has a great connection with the strategic superiority of a nation, and is so called ¡§the foundation of industry¡¨. Generally speaking, the development of steel industry makes progress with economy and society of a country at the same time. Both developed and developing country, positively constructed their own steel industry to meet their demand. From 2001, there was a insufficient gap of steel supply existed in the world due to strong demand of Mainland China and consequently made world steel price rise sharply and hit historical high time after time. But the capacity of steel production also followed fast in Mainland China, and finally the central bureau of P.R.C. execute macro-adjustment plan in order to cooling down overheated economy. In 2005 first quarter the steel products oversupply eventually, and the price reverse V-TYPE down. Focus on the enormous chance, the leader steel company of Japan and South Korea entered Mainland China steel industry by strategic alliance with Mainland¡¦s steel companies. Formosa Plastics in Taiwan also schemed to establish an integrated steel mill. The steel market varied so fast and was hard to prospect, Taiwan¡¦s largest steel company -China Steel Corp. operated in such complicated environment, should find a new position to keep its advantageous competition status and do some contribution to its country.