Engineering and Construction Services is a traditional manufacturing industry, provides factory or facility construction service for petrochemical, electrical power, steel manufacturer, storage and transfer system, environmental protection, technology, energy and public construction project. Most of domestic small and medium sized engineering and construction companies lack of resources for working capital, technical manpower, project management and design capability, such that they are not able to take part in the bidding for a large turnkey project. They can only contract for a smaller construction or be a subcontractor for a larger engineering and construction company, beside that, their profit will be very negligible due to lower entry barrier of this industry. In recent years, more and more companies of petrochemical industry move to foreign countries as well as global economic downturn, case number of domestic construction projects is trending down. Most of medium and small engineering and construction companies are in the face of business distress because of the tough competition, and that will limit the growth of business. In the mature and competitive industry, the most import strategy for medium and small companies is to build up core ability, build competitive advantage, and improve competitiveness. After that, the companies will have adequate resources and abilities to become a larger company which can enlarge the scale of operation, move to overseas market, and maximize the stockholders¡¦ value. To become a large company is very import for medium and small construction companies. All of these are the vision of small and medium sized engineering and construction companies and are the most important mission of the administrator of the companies. In this thesis, qualitative research method was used to study C Company by using PEST, Porter 5-force, value chain and SWOT analysis. The purpose of this work is to build up the strategy of competitive advantage for medium and small companies, and to find out proper business strategy for C Company. Some advices will be given to break through the business bottleneck, to enhance core competitiveness, and to enlarge the business scale and scope of C Company. We wish to share our experiences of competitive advantage building up and company renovation.

Over the last few decades, the rising concern of environmental protection and consumers¡¦ increasing environmental consciousness have brought fundamental impacts to enterprises in the world. Environmental protection has become one of corporate social responsibilities, and in the meantime, one of the opportunities for profitability. Among all resources in organizations, human resource plays the most important role in keeping corporate competitive advantage. In order to create and maintain corporate competitive advantage, traditional human capital also has to be transformed into green human capital that possesses the ability to develop green innovation. The purpose of this research is to investigate how green human capital will be influential on the level green innovation, and how it actually leads to corporate competitive advantage. The study uses in-depth interviews and questionnaires to collect data for the analysis. The results reveal that green human capital strategic value has a positive impact on green product innovation and green product innovation has a mediating effect in the relationship between green human capital strategic value and responsiveness. On the other hands, green human capital uniqueness has a positive impact on green process innovation and green process innovation plays a mediating effect in the relationship between green human capital uniqueness and cost advantage.

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.

The study is based on the views of medical equipment agent industry, to discuss the transition and development of government procurement system and the effect on industry benefits, disadvantages by public policy. Both "political" and "economy" are the purposes of Government Procurement Law (GPL). Government procurement operations have to be political fairness and the economic benefit at the same time. The dilemma for GPL design is to prevent abuse, which is far away from the public policy object, and to avoid interfering with the operation of free market. In this thesis, open information of Ministry of Economic Affairs and Public Construction Commission, data from newspaper, papers, government laws, and the experiments of medical instrument agents were involved to study the relationships and interactions between themselves. This research studies on the operation of GPL through literature review to confirm the questions and framework for the qualification, specification, prices. We interviewed four senior medical equipment suppliers (OEM, agent) for data analysis and collection. Between the competitive structure of market and non-market environment, enterprises are focus to achieve the best business interest and the highest efficiency, however, they are at a loss in the conflict of public policy spirit and the operation of the law. On the limitation of bureaucratic culture and regulatory constraints, how to strengthen government ¡§procurement management", to formulate a integrity, flexible, and authorized procurement system is very important. We think there is very large space to improve whole medical industry, and some advices was brought out in government procurement enhancement, medical instrument industry development, and the benefit of people health. All public policies and rules need to combine with reality and current status. If we only consider theoretical reduction, but ignore the influence of reality, all laws will be a mere formality and useless. GPL is a ¡§law of large numbers¡¨ which has large difference in variety of industries and may need to modify in the change of environment. If GPL was modified roughly, even a good law would be canceled out. Business managers need have ability to manage political environment, to dealing with emergency, and to maintain and create competitive advantages by adapting political environment and laws. The development of medical equipments is a business that is combined with technical innovation, high R&D risk, public interests, and economical interests. Governments need assist and guide the direction of GPL correctly, and only for that, the dreams for building the Taiwan Biological Technology Island can come true.

Taiwanese small and medium enterprises always hold an important role in leading the Taiwanese economic to develop in globalization, creating many job opportunities in the country as the foundation for the social and political stability. But by the trend of worldwide business merging and expanding enterprises scale, small and medium enterprises in Taiwan have to face challenges of upgrading and changing the type of business. To be able to survive and grow, Taiwanese small and medium enterprises must modify their structure, improve technology, conduct automation, even to invest in less developing countries or lower-wage countries such as China and other countries in the region. Since 1988, Vietnam has become a strongly attracting investment destination to Taiwanese small and medium enterprises. Taiwan always leads in the top 3 investors in fields of number of investment projects as well as total investment capital. So the question is why so many Taiwanese enterprises choose Vietnam as an investing destination but not other countries in the Southeast Asian region? Questions such as what advantages and strengths in the Vietnamese investment environment are, what conveniences that they bring to Taiwan businesses, etc ... has become the most attractive themes in Taiwanese corps. This study used case-studied approach, combining direct observation methods to conduct data collection then analyzed to understand the motivation for investment in Vietnamese, investment state and competitive advantages of Taiwanese small and medium enterprises in Vietnam.

Taiwan is a typical island. Taiwan lacks natural resources and needs to rely on import and export of goods for living. International trade plays a crucial role in Taiwan's economy. In recent years, the government promotes actively integration with the global free trade agreement, relaxation of national barriers to trade, promotion clearance simplify, shortened the customs clearance of goods aging. The government promotes actively the custom broker industries transformation into logistics industries. Therefore, the study invests to raise the rate of success in business only by way of finding out the key success factors (KSF). That is my study motivation. This study refers strategy, competitive advantage, resource based view, the key success factors of the theories to construct a framework which focuses on members of customs broker association of Kaohsiung, actual operators owner and people belong more than ten years related-experience .The main purpose which custom broker businesses need to control what are important business operating variables. They would be success and achieve sustainable operation in this industry. The conclusions of this study provide the reference which developing key operation strategies and an overall arrangement for the customs broker industries.

The amount of the loss of the global panel factory in 2011 a record high, the global economy since the financial tsunami hit in 2008, Europe and the United States credit crisis, 311 Japan earthquake, China's economic slowdown and factors that impact the end consumer market. The panel makers around the world must face the predicament of oversupply and lower prices. Especially in Europe and the United States government in the name of ¡§antitrust", so that each panel plant to become the ATM of the local government under a huge amount of fine, really bite the bullet and make every effort inside and outside the attack. The thrust of this case study is to explore the business strategy of the global pane makers to small and medium-size panel. First, analysis of the future trends of the global panel industry. Then in-depth analysis of the competitive advantage of the global panel factory, the object of study is a case company as the main target customers in Japan, Korea, Taiwan, China and other places, including Japan's Sharp, Japan Display, South Korea Samsung Display, LG Display, Taiwan's Chi Mei Optoelectronics, AU Optronics wins China and China's BOE, Tianma company history, vision, mission, strategic positioning, competitive advantage, critical success factors, resource management capabilities. Finally, according to the findings, to develop the company's business strategy of the case. The results of this study are summarized as follows: First, strategic innovation; to change the trend of industrial competition, re-defines the rules of the game with the new industrial competition law, business and the basis of competitive differentiation and advantage. Winning strategy ; turning point in the arrival of the corporate strategy when the environment changes, the enterprise will make good use of the corporate strategy ambitions and their own resources, "pondering" process to identify the unique and winning strategy. Execution¡A the success of the business strategy depends on execution; Great ideas require concrete actions to achieve. Effective supervision and control of operating performance, to fulfill our corporate social responsibility, fair treatment of business stakeholders, business continuity to survive opponents

An Engineering company is engineering services and traditional manufacturing industry. It provides construction services for electrical power, petrochemical, steel manufacturing, environmental protection, energy, technology and public construction project. Because of geographical, historical evolution, political and economic development, and other factors, it develops 95% domestic small and medium enterprises. Almost 90% of small and medium domestic engineering and construction companies lack of resources for financial capability, strength and efforts, technology, project management, and design capability. There are too many difficulties to cope with and powerless frustration for each resource and capability. Especially lacks of working funds, such they are not able to take part in the bidding for a large turnkey project. They can only undertake a smaller construction or act as a subcontractor for a larger engineering and construction company, besides their profit will be very negligible due to lower entry barrier of the industry. In recent years, more and more companies of petrochemical industry move to foreign countries as well as global economic downturn and the environmental consciousness is going up, it cases number of domestic construction projects is trending down and the market competition is trending fiercely. Most of small and medium engineering and construction companies are in the face of business distress because of the tough competition, and that will limit the growth of business. In a mature and competitive industry, the most strategy for medium and small companies is to build up core competence, build competitive advantage, and improve competitiveness. After that, the companies will have adequate resources and abilities to become a larger company which can enlarge the scale of operation, move to overseas market, and maximize the stockholders¡¦ value. To become a large company is very import for medium and small construction companies. All of these are the vision of small and medium sized engineering and construction companies and are the most important mission of the administrator of the companies. In this thesis, the research regards BJ engineering company as the research object. It carry on quality and qualitative research with such analytical methods as value chain, SWOT, 5-force analysis, PEST, and resource analysis. The purpose of this work is to build up the strategy of competitive advantage for small and medium companies, and find out the proper business strategy for BJ Company. Some advices will enable to break through the business bottleneck, enhance core competitiveness, and expand the business scale and the scope of BJ Company operations. We wish to share the experiences of competitive advantage to achieve sustainable management of the target.

With fast technical change and rapid information deliver, forcing electric products of life cycle has been reduced dramatically. Driven by market trend, causes the product development process bears squeeze. Therefore, electric component distributor is no longer engaged in the trading business, but also provides multiple services as share product features, marketing information, design application and create product add-on value. This helps customers to have products ready in the market as soon as possible. Most of electrical component manufacturers seek for more than one distributor in order to expand their own business, increase market share and decrease potential risk. At the mean time, there are many distributors investing on technical support and even preparing material without solid order for the customers demand, but the orders are still lost by slight cents difference. Thus, how to raise up the customer loyalty and repeat orders have become the important task of electric components distributor. According to nowadays industry of electric component distributor, the study of analysis of key factors affecting customer loyalty is to enhance the relationship and satisfaction as customer loyalty increase proposal and cost reduce plan for future development strategy. According to the result of research, the affecting of S company customers' loyalty is in terms of the degree of product substitutability, price, satisfaction, and the product brand.

My research probes into the supply chain strategies and real conditions to develop a collaborative supply chain management model. And, based on the processes and strategies, the research investigates the applied model and architecture in the TFT-LCD industry supply chain. First of all, the research analyzes the real situations in the supply chain and finds out the information flow. Then, my research investigates the supply chain model to set up the supply chain development strategies and applied model. Finally, my research utilizes the expert interview method to evaluate the usability and feasibility of supply chain applied model. Keywords¡GSupply Chain Management, Vertical Division Industry, Competitive Advantage, Collaborative Supply Chain Management.