In order to sustain their competitiveness, the enterprises usually conduct industrial reformation. For dispersing the risk of the enterprise, expanding their business scope and growth, or solving the perplexities in operation, the enterprises usually adopt diversified strategy. While operating, many aspects should be considered. Although diversification may make the enterprises grow, apply internal resources efficiently, reduce risks and increase more economic profits, however it could not guarantee the success after diversification as anticipated. When most enterprises proceed with diversification, the values they lose are much more than the ones they have created. This study mainly includes three aspects: enterprises¡¦ resources, diversified strategies and managerial strategies. By researches and surveys of literature domestic and foreign information, feasible proposal is recommended for reference of industries. This study also shows that the enterprises¡¦ diversification strategies must be combined with their core resources, so as to expand to relevant fields of their core businesses, and then even more they can expand to the neighborhood. Furthermore, the operating strategies can be adjusted to meet the industrial structure so that the enterprises can develop inexhaustibly. Hence, the easier way to succeed by relevant diversified method, and the following is vertically integration diversification. Although non-relevant diversification can help companies increase their profits, it also leads to the highest risks among the three diversified methods. Therefore, the enterprises should cautiously choose their development directions of new businesses. The research attempts to construct the dimensions of diversified management strategies built up is as below¡G I. Positioning of explicit diversification strategies. 1. When enterprises pursue growth by diversified measures, they have to have deployment of globalization. 2. The enterprises have to select suitable timing for diversification in order to reduce learning curves. II. Integration of enterprises¡¦ resources. 1. Integration of value chains. 2. The enterprises should cultivate innovative environment via integrated management of their internal resources. 3. Developing new core competence. III. Both techniques dispersions and markets expansion are necessary for operation strategies.

The Relationship of Firm Resources and Competitive Strategy:Local Public Relation Corporations of Kaoshiung

Graduated: June, 2002 Student: Hu, Shen Sheng Academic Degree: Master thesis Advisor: G. Gary Hu Abstract: The semiconductors products are the key components for electronics industry. The applications covered the wide field of 3C(Computer, Communication, Consumer) electronics products. The suppliers are the manufacturers of CPU, MPU, Chip set, Logic IC, Linear IC, etc. The customers are the manufacturers of 3C electronics products. The Distributors of Semiconductor are not only sales components or import-export business, but also provide the professional value-added service for suppliers and customers. They are important bridge for the suppliers and customers in the worldwide semiconductors supply chain. They perform a key role in the electronics industry. Taiwan has the competitive advantage in the hardware of information industry such as low cost and high quality. The worldwide manufacturers consider the production cost and the price competitive. They would like to reinforce the strategic alliance relationship with Taiwan. In this trend, the customer of 3C product manufacturers want to reduce their stock risk and production cost. The customer will not buy from the original component manufacturers directly. They will choose the distributors which can provide low cost, fast delivery, design support, FAE support, good quality, e-process, overseas support, etc. The distributors should develop to differentiation business mode in the future. Provide the value-added service for the supply chain in the electronics industry field. The strategic development of Marketing Channels for Semiconductor Components in Taiwan is shown as below: 1. Build and extend core capabilities. 2. Construct a worldwide distributors network. 3. Continuing expend the economic scale. 4. Provide the total-solution for customers. 5. Search for new products and new applications.

TFT-LCD產業被譽為臺灣「第二半導體產業」，在國人的努力下，2006年台灣大尺寸TFT-LCD的出貨量和產值，均已躍居世界第1位。由於該產業處於變化快速的競爭環境，如何找出企業的核心資源與核心能力，考慮企業資源基礎的發展問題，協助管理者制定出最適之競爭策略，讓企業能在競爭環境中持續成長與發展等，都是重要且值得探討的課題。 本研究採定性的個案研究法，以台灣2006年大尺寸TFT-LCD產業產量前3名之領導廠商（友達光電、奇美電子、中華映管）為個案研究對象，深度探討其核心資源、核心能力、競爭策略、競爭優勢等項目之內涵及其關連性。經由現有的TFT-LCD相關資料、資源基礎理論等文獻歸納，以及個案研究的分析，本研究主要的發現如次： 一、台灣TFT-LCD企業所擁有的核心資源係來自公司所擁有的獨特的異質性資源組合，其最重要核心資源是無形資源，最重要核心能力是組織能力，主要的競爭策略為是成本領導（或集中）策略，最主要的企業競爭優勢為組織能力。 二、台灣TFT-LCD企業都是獨特異質性資源的組合，以致於每一個企業均具有不同於其他對手的表現。 三、臺灣TFT-LCD 企業的核心資源、核心能力和競爭策略、競爭優勢間，具有相關性：企業的核心資源和核心能力是制定和執行競爭策略的基礎；企業競爭優勢的來源為核心資源和核心能力，且最主要來源是核心能力；當企業有利潤時，將持續發展公司資源及能力，以維持企業持久性競爭優勢。 / The TFT-LCD industry is known as the “second semi-conductor industry” of Taiwan, where, thanks to joint efforts of local talents, in 2006 both the shipment volume and the output value of Taiwan’s large-size TFT-LCD became No. 1 in the world. Because the industry is situated in a competitive environment that changes drastically, there exist several important issues that deserve further study, including how to identify core resources and core competences of the companies, consider development of enterprise resource bases, help management formulate the most adequate competitive strategies, and allow companies to continuously grow and develop in the competitive environment. This study adopts the qualitative case study method, where it uses three leading manufacturers that have the largest production output in Taiwan’s large-size TFT-LCD industry in 2006 (AU Optronics, Chi Mei Optoelectronics, and Chunghwa Picture Tubes, LTD.) as the subjects of this case study to conduct in-depth research on contents of and correlation among their core resources, core competences, competitive strategies, and competitive advantages. By induction from reference materials such as existing TFT-LCD-related data and the resource-based theory, as well as case study and analysis, this study presents main findings as follows: 1. The core resources owned by Taiwan’s TFT-LCD manufacturers come from combinations of unique heterogeneous resources owned by the companies, where their most important resource is intangible resource, their most important core competence is organization capability, their main competitive strategy is the cost leadership (or concentration) strategy, and their main corporate competitive advantage is organization capability. 2. Every TFT-LCD manufacturer in Taiwan is a combination of unique heterogeneous resources, so that each company performs differently from its competitors. 3. Correlation can be found in core resources, core competences, competitive strategies, and competitive advantages of Taiwan’s TFT-LCD manufacturers: core resources and core competences of the companies are the basis of formulation and execution of competitive strategies; corporate competitive advantages result from core resources and core competences, and the main resource is core competence; when a company makes profits, it is going to continuously develop company resources and competences, in order to maintain corporate sustainable competitive advantages.

近年來，學者對於有關產業創新的研究積極投入，提出許多足以促進企業創新的影響因素。過去台灣企業競爭力靠的是降低成本以爭取客戶，現在必須思考的是如何利用本身資源的建構，產生創新，並且在創新的過程中，累積更多的資源，逐步達到新的策略定位。 在社會需求改變與產業技術發展等因素下，數位出版產業興起。數位出版產業是許多廠商欲進入的新興產業，本身即包含了許多的創新。本研究以數位出版產業為例，訪談印刷支援廠商、傳統出版業者、資訊系統廠商三種類型的廠商。廠商在進入數位出版產業時，依其本身資源不同，產生不同的創新，創新過程中選擇建構不同的新資源，使其達到產業中新的策略定位。本研究以數位出版產業為例，探討在不同策略定位下，資源建構與產業創新之關係。 研究發現廠商初期擁有之核心資源有助於創新的產生。並利用創新過程中，建構出更多相關之資源。藉由資源稟賦為引發創新之產生點，過程中產生創新。研究中之五個廠商個案中，數種資源稟賦引發14種創新案例，歸類為五種創新形式，包括產品、流程、策略、組織、行銷五種創新。 此外，研究發現廠商以不同之策略定位進入新產業，核心資源建構過程中，利用各種創新形式，達成其所預定之新產業中「數位出版內容加值者」、「數位出版技術提供者」、「數位出版整合營運者」三種策略定位。 數位出版產業尚屬新興產業，市場需求與技術發展變化快速。產業之競爭態勢亦尚未明朗，尚須密切注意潛在競爭者動態。除了本研究觀察之傳統出版業者、印刷支援廠商、資訊系統廠商之外，擁有眾多會員數或網路流量的入口網站是潛在競爭者。然而，各廠商核心資源不同，因此能在產業中佔有適當的位置。廠商應著重本身核心資源建構與創新，並且積極與其他廠商合作，共同推動市場發展，跨越市場鴻溝才是當務之急。 / Recently, there has been a number of studies pertaining to the industrial innovation, and many factors that contribute to the industrial innovation have been proposed. Cost down used to account for the competitiveness of the industries in Taiwan while now it must be considered that how to utilize the existing resources to create innovation, proliferate new resources, and achieve the new strategic positions. Digital publishing is springing up as a result of the change of social demand and the development of industrial technology. This attractive and innovative industry is taken as an example in this study, and one printing company, three publishers, and one computer firm were interviewed. Entering the digital publishing, the enterprises with different natural resource quality create various innovations, generate their own resources, and accomplish the new strategic position. The relation between the resources construction and the industrial innovation in digital publishing are studied in this research. The research discovers that the initial core resources are helpful for the creation of the innovation and the generation of related resources. Numerous natural resource endowments contribute 14 innovative cases which can be categorized into 5 types – product, process, strategy, organization, and marketing. In addition, it is also noted that enterprises construct different strategic positions while entering into new industries. In course of construction of the core resources, they attain the three strategic positions – the digital publishing content adder, the digital publishing technology provider, or the digital publishing integrated operator. Digital publishing is still an emerging industry.Therefore, the market demand and the technical development change drastically. Considering the unclear competitive situation, it may as well pay more attention to the competitors. Apart from the interviewed firms in this study, portal websites that have numbers of members or a large deal of flow are potential competitors. Owing to different core resources, however, those enterprises can stand in their own strategic positions. A company is supposed to focus on the accumulation of its core resources and innovation and to cooperate with other firms to develop the market.

本研究係以個案研究的方式進行，並以吳思華教授所著「策略九說」之策略構面與競技場動態策略分析為理論基礎，深入探討該個案系統事業之經營策略邏輯，並藉以分析在變化快速的激烈競爭環境中，如何以適當的動態策略作為，主動的因應環境的變化，以持續地建構長期的競爭優勢，做為往後其他跨國企業系統事業部門發展的參考。 該個案系統事業自1994年創立以來，其間在該系統事業成長發展過程中影響較大的兩次組織變革，分別為1998年及2005年，為便於本個案之分析，本研究以這兩次策略轉折前後期的發展做為研究的依據。 綜合本研究之結果，對於該個案系統事業的動態經營策略有更清楚的了解，以下為本研究的發現與建議： 一、從個案系統事業部門發展之歷程中，有如下策略構面之變化： 在營運範疇構面，由早期的單/雙色字幕機發展到目前的大型全彩看板，道路公共工程用CMS看板，智慧型紅綠燈系統，年營業額大幅成長。在核心資源構面，累積了工程契約、大型工程控管、規劃提案文件、系統軟體人才等核心資源及環境、信賴性試驗、知識累積、工程安全Know how、業務運作、委員會等組織核心能耐。在事業網路構面上，日松集團海外通路的結合、系統服務公司、系統販賣公司、工程顧問公司、建築師、電機技師等構成了極可觀的事業網路。 二、從個案系統事業在不同策略構面間，發現其策略作為之配合有： 以核心資源(企業文化、研發實力、完備的業務運作程序和不斷組織自我學習與資源整合)作為營運範疇的後盾，使得該系統事業得以穩定成長。同時以核心資源建構內部能耐，並藉著外銷市場及紅綠燈市場的開拓等策略作為，建構出該系統事業具競爭優勢的事業網路。另外大型公共工程訂單之取得來自事業內部的核心能力，同時也強化了營運範疇的擴大。 三、從個案系統事業部門在不同競技場之動態位移方面： 在「價值 / 效率」競技場的努力可累積核心「能耐」，而「價值」的充分運用，可展現該事業的「價值」或「效率」。其主要價值優勢在於產品品質及品牌形象。而「結構」地位與核心「能耐」為該事業「實力」的表徵；「能耐」與「結構」可互相移轉並強化該事業的「實力」。其能耐則來自專業技術能力與商品化能力、企業文化及組織運作績效。其中「實力」與「體系」形成該系統事業異質化的能力；「實力」有助於「體系」的建立、「體系」有助於該事業「實力」的強化，皆強化了「異質」力。其主要實力展現在集團的組織整合能力、工程控管能力及財務能力。而事業經營即是一個不斷「異質」、「同形」的過程。 以下幾點建議可以做為往後其他跨國企業系統事業部門發展的參考： 1.從永續經營觀點，由於系統事業易受景氣循環影響且國內市場有限，應積極與母公司策略合作拓展海外市場，以擴大其營運範疇。 2.系統事業雖是客製化市場，應朝向開發可量產化系統產品，以解決訂單高低震盪起伏現象。 3.將可量產化模組化產品，轉移到大陸的工廠生產，以取得成本上的優勢，提升競爭力。 4.具備專業素養與精通Spec in提案、技術標運作模式及政府採購法等精英型行銷營業人才的聘用。 5.隨時隨地掌握好風險的管理，如訂單、估價、工安、技術等。 關鍵字詞：動態策略分析、營運範疇、核心資源、事業網路、跨國企業、系統事業、電子顯示幕。