As the leading brand in the international PC industry, Acer has been encountered countless challenges on dramatically environmental change when it endeavored to create and operate its own brand. To achieve the aim of sustainable management and the strategy of organizational growth, Acer has embarked on its reengineering several times since it was established. The purpose of this study is based on the Resource-Based View to uncover what kind of key factories contributed in Acer¡¦s two time of reengineering? And what kind of unique resources and capabilities were created? This study also characterized and catalogued these unique resources and capabilities to figure out clearly that what kind of main resources and capabilities existed at the first glance. There are three stages for Acer¡¦s transformation: the first time reengineering was happened in 1992; the reengineering in 1998 was called the quasi-reengineering stage that Acer adjusted its organizational structure to relocate operational direction; the second time reengineering was happened in the end of 2000. Based on above three different stages, this study analyzes the effect of internal and external environment as well as the operational strategies on each stage to infer its resources and capabilities. Moreover, This study categorizes these resources and capabilities by the classify method of Fong- Cher Min (2000) into four groups, Tangible Asset, Intangible Asset, Human Resource and Organization Capability, and discuss how Acer used these resources and capabilities to foster them became the Sustainable Competitive Advantage to overcome the harsh IT industry environment. By the way of analyzing the case company in depth, this study found that the probability of resources or capabilities can be upgrade into the Sustainable Competitive Advantage was not only affect by the properties such as Appropriability or Inimitable, but also greatly influence by outside environment. Furthermore, the next time success of reengineering was attributed to those of resources or capabilities which have been accumulated since earlier periods. Therefore, this study suggests that a firm should continuously adjust its competences as well as accumulate reengineering experiences to cope with the unpredictable environment.

Abstract Haier is considered one of the miracles in electronic appliances in the twentieth century. A company was with deficit of 1.47 million RMB in 1984 and became an international and global company with 72 billion RMB in 2002 and had the average growth rate of 80% in the last twenty years. Haier has such unique and distinctive resources which have made her outstanding among the competition and she presently becomes the biggest electronic appliance manufacturer in China. Also, Haier, already a multi-national enterprise, had rapidly moved up to the top 5 ranking of the major US appliances makers in 2003. Haier¡¦s management way is well accepted internationally and her achievement is adopted as a successful business model as well as a case study in Harvard University, IMD (Lausanne, Switzerland), Kobe University (Japan) as well as many other universities in the world. With the Chinese philosophy as a base plus the total quality management concepts continuously, Haier attracts the interest of University to study and also benchmark by the other corporations. This paper uses Haier as a typical example to describe her three phase developments: building brand name, diversifying products and going multinational approach. It also analyses how the philosophical thinking of Haier¡¦s president, Zhang Ruimin, affects on the enterprise culture establishment. Besides, this study identifies Haier¡¦s distinctive resources, which constitute and create her own competitive advantage to sustain the competitiveness in the market. In addition, the research adopts Rindova and Fombrun¡¦s competitive advantage model as a guide to generate a common systemic competitive advantage model with the consideration of human interactions. The overall objective of this paper is to construct a general competitive model that can provide the same or different enterprise as reference.

Fastener industry has developed for fifty years in Taiwan, and it created significant contribution to be called ¡§Economic Miracle¡¨. First, this research used questionnaire as research. The purpose is to understand the fastener company¡¦s opinion adopt automobile¡¦s quality system of QS 9000 or ISO/TS 16949 to understand the company¡¦s motivation, benefit and long term performance after adopting the QS9000 and ISO/TS 16949. Moreover, this research interviewed six companies in fastener industry to understand the certification of quality how to affect the fastener industry. In questionnarire aspect, quality system will affect in two sides. One side is reducing the company¡¦s the inner cost, including less bad products, inner process improvement etc. The other side is improving customer satisfaction, including fast and correct delivery, best handle customer complainant. Otherwise, from interview results we discovered that the fastener company in Taiwan must provide more additionally valuable products. In order to enter this product niche, to got quality certification is the necessary condition and is the way to build the entry barrier. Therefore, getting several quality certifications are the basic competitive strategies of the company and also build the competitive advantages of the company. It is not only improving company¡¦s profit, but also promoting supply chain performance in this industry.

This research regards ASE(Advanced Semiconductor Engineer) company as the subject of studying, combine with two subjects of resources construct and competitive advantage, to discuss that the ASE technology receives process and the situation of resource constructing. The main research purpose, is to probe into constructing of the resource and ability organized, how move and transfer knowledge that outside make to and organize the inside effectively, and via the study mechanism of, make useful knowledge organize the memory to store and spread after absorbing , melting and putting into inside, become the foundation of organization key ability. This research adopt ¡§case study method¡¨, choose ASE by the way of depth interview, to combine the relevant paper and develop the proposition to report the resource constructing process comprehensively deeply. The main conclusion has: The ASE, to accumulate and to study experience, and strong study willing, carry on with the technological provider FCT in the dynamic course of technological transfer, study to latent know-how and skill of management in a lot of different nature nearer and nearer in a proper order, and play an aggressive role in the course of technological transfer, learn tactic knowledge and cooperate with the characteristic of technology to launch the corresponding study activity during the process of transferring, and after accumulating certain knowledge resource foundation, have build up the competitive advantage by the knowledge learning. In addition, ASE set the cross-function mechanism that communicates and role crossing over department boundary person while organizing, in order to improve the horizontal communication. This suggestion on this industry development is: 1.Key ability is obtained, cultivation, subordinate to a ministry can not be reached shortly. So, short-term interests may not represent and succeed for a long time . 2.Key value of ability come from value of customer, because one urviv grasp customer need new value e in market early than competitor only.

There is a significant relationship between strategy management and business performance of an enterprise. An enterprise can gain superior performance when it maintains competitive advantage. The essentiality of strategic management is to assist an enterprise to build up and maintain competitive advantage. Strategic management contains a serial of planned actions and decisions, it helps organization to achieve strategic competitiveness, maintain its competitive advantage, and gain above-average returns. Strategic management includes four major processes, they are environment scanning, strategy formulation, strategy implementation, and performance measurement and feedback and each of them has significant influence to performance of business. This research is to discuss processes of strategic management and how those processes could influence strategy formulation, management, and implementation and the key success factors of a business via study documents and a company. The purposes of this thesis include: 1. To analyze possible strategic management process that could maintain business competitive advantage and business performance at today¡¦s competitive environment via study related documents and theories. 2. To probe into the application of strategic management on a business via study strategic management process of semiconductor product division of a company. 3. To understand related issues on semiconductor¡¦s strategic management and build up a strategic management process model via study related documents and a company. 4. To provide suggestions to the company also those suggestions can be the reference of domestic¡¦s industries while formulating and implementing strategy and managing business performance and the reference of other researchers. Conclusions of this research: 1. To build up a dynamic strategic management process model. 2. Strategic management has significant influence to business performance. 3. The effectiveness of strategic management is influenced by consistence of strategy and collaboration within organization. 4. It has a positive influence to effectiveness of strategic management on confirming and managing key processes. 5. Strategic leadership has significant influence to business performance. 6. There is a significant relationship between strategy control mechanism¡¦s build up and effectiveness of strategy. Keyword : Strategic management; Business performance; Competitive advantage; Semiconductor

TaiPower is the only power company in Taiwan engaged in the businesses of power generation, transmission, and distribution, and it has been operated as a state monopoly. However, under the impact of liberalization of power industry, it is losing its competitive edge as a state monopoly. A great challenge facing TaiPower is how to bolster its customer service within a short timeframe in order to safeguard its customer base and market share. Since TaiPower¡¦s Branch Offices are in the forefront of serving customers and generating new revenues, it is the main purpose of this thesis to find ways to strengthen their sales and marketing. To this aim, the thesis first explores the impact and influence of power industry liberalization on TaiPower, followed by an analysis of the marketing challenges facing the TaiPower¡¦s Branch Offices versus their competitive advantage. Finally, this thesis proposes a marketing strategy in response to the power industry¡¦s liberalization. The research on ¡§Marketing Strategy for TaiPower¡¦s Branch Offices¡¨ resulted in the following recommendations: 1.The Branch Offices should adapt and follow the business principles of ¡§Integrity, Caring, Innovation, and Service¡¨ in concert with Headquarters. 2.The Branch Offices should work with Headquarters to restructure the corporate culture to transform from a ¡§producer culture¡¨ to a ¡§service culture¡¨. 3.The Branch Offices should fortify service-based marketing to preserve their market advantages. a.Simplify all application workflows for customers. b.Segregate target markets into groups to provide customized service for each group. c.Set competitive pricing and strengthen integrated marketing. d.Open up communication channels, and protect customers¡¦ rights and interest. 4.Each Branch Office should enhance its power distribution network, and improve the quality of the power. a.Expand power distribution network and equipment. b.Revamp antiquated power distribution lines. c.Improve the quality of power. 5.Each Branch Office should strengthen its core competencies, and improve its business efficiency and effectiveness. a.Advance core technologies in power distribution. b.Advance core technologies in power sales. c.Pay close attention to the quality of internal services and boost employees¡¦ satisfaction with the company. d.Improve knowledge management and promote e-services. 6.Each Branch Office should fulfill its duties as a corporate citizen, and establish a good corporate image. a.Put into practice the culture of safety and improve environmental protection. b.Take good care of employees and pay attention to the needs of the society to project a good corporate image.

TFT-LCD industry has been developing rapidly in Taiwan over last several years. Because of a large amount of investment and output value in TFT industry, it become one of the most important industry which droved relative industrial development. Japanese and Korean are known as the leading manufacturers in TFT-LCD industry. The TFT-LCD firms in Taiwan suffered difficult industrial environment. They compete with both Japanese and Korean, and earn low or negative profits. What are the company¡¦s prior strategic commitments in the face of environmental change? The purpose of this paper is to study TFT-LCD firms about their business model and strategic performance, and try to analyze the key factor of success basing on strategic management theory including ¡§five force model¡¨, ¡§resource-based theory¡¨ and ¡§resource dependence theory¡¨ etc. We may learn some lessons from firm¡¦s experiences both of success and failure, and find out why some business can be so successful and some else can¡¦t. Another important aspect of this study is to assess TFT-LCD firms¡¦ strategic performance basing on financial information, and analyzed the relation between business strategy and financial performance. For a company to have distinctive competency, it must at a minimum have either ¡§a unique and valuable resource and the capabilities necessary to exploit that resource ¡¨ or ¡§a unique capability to manage common resources¡¨. A company¡¦s distinctive competence is strongest when it possesses both unique and valuable resources and capabilities to manage those resources. This study tries to contribute to competitive advantage of Taiwan¡¦s TFT-LCD industry.

Recently computer and communication industries have grown markedly and rapidly. The related industry of the passive components also grows fastly. especially inductor, resistor and capacitor aspects. However, there are so many companies engaging in this passive component business, and hence competition is extremely severe for domestic and foreign markets. Facing current situation the competitors of passive component business must have an effective strategy, or they will be eliminated from the market. In this thesis, the orientations of industry are divided into Product Leaders, Operational Excellence, Customer Intimacy, and Diversification. Based a literature survey of domestic and foreign information, the case study and the industry structural analyses and defining four strategic competition groups, we hope we can grasp the firm¡¦s key success factors (KSFs) to find the best strategy of competitive advantage.

Recently, Taiwan GDP has been increased continuously, outdoor sports are getting popular and we have 2 days off per a week. More and more people are encouraged to join the healthy outdoor sports. Golf is one of the quality, healthful outdoor sports. Also there are many new golf courses, driving ranges, golf shops. It helps golf to be very popular. At present, the top 4 golf manufacturing companies are listing theirs stocks in Taiwan markets such as Dynamic (OTC), Ota (OTC), Fusen (TSEC), Advance (preparing). Each company has its own strength and weakness. Also each company has a complete manufacturing strategy both in Taiwan and China. How does Dynamic use Benchmarking theory to upgrade their company strategy. The writer is interested in the research on the topic. In order to combine the theory and active operation, the writer designs the researching range as below: 1. The decision for the topic of Benchmarking. 2. Choose good company for Benchmarking 3. The trend of the external environment. 4. Use the resource of industrial specificity to upgrade the competitive strength.

Ever since China opened its door to the world in the ¡¥90, investors poured into China to ¡§dig gold¡¨. Hence, a new surge of ¡§learning Chinese¡¨ has been setting off. According to an unofficial statistics, over 30 million people all over the world are learning Chinese. Likewise, Taiwan is certainly eager to attract Chinese learners while the whole world is infected with ¡§Chinese fever¡¨. As a result, Chinese centers affiliated to higher education institutes in Taiwan have sprung up in recent years. However, the market size in Taiwan is relatively smaller in comparison with China. Each year, the average number of foreign students heading for China fluctuates between 70,000 to 80,000 while only about thousands of students choose to study at Taiwan though the number eventually exceeded 10,000 for the first time in 2007. As the market remains stagnant, the emergence of more competitors obviously intensifies the competitiveness. Therefore, how is each Chinese center going to survive and even excel in such keen competition? Many scholars analyze competitive strategies of enterprises from external factors. Whereas, the research of Rumelt ¡]1991¡^and Roquebert¡]1993¡^indicates that external factors only account for 15%~19% while analyzing the variation of overall performance. The resource-based view investigates how enterprises build up and sustain competitive advantages from internal resources and abilities. This research is conducted on the basis of literature review and in-depth interview with two Chinese centers that enjoy a long history in Kaohsing area¡XNational Sun Yat-sen University and Wenzao Ursuline College of Languages. The purpose of this research is to probe into the strategies these two Chinese centers apply in light of the core resources and competitive advantages they possess. For those universities and colleges who plan to join this industry in the future, they may use the following conclusion and suggestion as reference in identifying their own competitive advantages and strategies. The conclusion this research has drawn is particularized as follows: 1. The core resources Chinese centers value are reputation and faculty¡¦s professionalism. Further, intangible resources are more important than tangible resources. 2. The core abilities Chinese centers value are administration, R&D and corporate culture. 3. Both Chinese centers tend to apply ¡§Strategies of Differentiation¡¨ though each possesses different competitive advantages. Whereas, our government should consider to simplify the application procedures in terms of admission and visa in order to attract more foreign students inwards. The review of Taiwan Scholarship Program and consulting service provided to those international students are necessary. More active initiatives should be adopted so that Taiwan can stand out as the key Chinese-learning providers. Further, a clearer and more favorable Chinese teacher certification system should be stipulated in order to attract more people of ability to devote themselves in this industry.