From the historical point of view the development of micro-car is always short-lived, the size is smaller than the UK's Micro Car Mini is memorable, but in the subsequent market performance was weak, Fiat 500 and BMW Isetta is the best example. But as environmental awareness, social structure, economic and energy and other issues, making micro cars by the world's attention again.It can be seen in the future will be increasingly fierce market competition, the depot itself must find a core competitive advantage to succeed in such a competitive environment while maintaining a competitive edge. This study was to explore the competition of imports of micro cars, the use of narrative inquiry in qualitative research and depth interviews, by the German group Daimler smart micro-car brand distributor in Taiwan , from the north, central, and southern The three regional sales director to narrate its brand image, product quality, marketing, publicity, business model. Results through data analysis, economic and practical, unique shape is the industry and consumers that the mini cars must have two key factors, the most important thing is unique, micro-car brand and the product must emit a unique image and personality, and then select the product differentiation strategy marketing promotion, and in addition to brand image and product quality, the organizers of the service behavior of consumers is also very important, especially in Taiwan has been slow to enter the service industry-based economy, how to make consumers feel the caring services, thereby causing and increase consumer interest and willingness to buy, and ultimately look forward to the conclusions of this study for the industry in the development of micro-car market in Taiwan.

Combined with farmers¡¦ innovations and modern biotechnological discoveries since 20 years ago, Taiwan has become a critical exporter of phalaenopsis. In 2004, Council of Agriculture set phalaenopsis, mango, tea and Taiwan porgy as the four crucial exporting agricultural products. Yet it was when the total value of phalaenopsis exported went down, a significant siren indicating that the phalaenopsis growing industry is facing severe environments. This research discussed business model, related practice and competition advantages of the case company in the phalaenopsis growing industry, and compare them with researchers¡¦ papers including Dr. Peng Tso-kuei¡¦s discoveries of the trends of management and competition. Results are: I. The case company carried out its idea, spirit and objectives in their operation, II. Differentiation strategy is the main source of the case company¡¦s competitive advantage, and III. The management and competition situations of phalaenopsis growing industry changes fast, firms should adjust practices to adjust themselves to the market.

En el presente trabajo de innovación se propone la creación de una idea de negocio nueva que satisface la necesidad de un público objetivo con tendencia a la compra de artículos o servicios de entretenimiento aprovechando el descuento con una tarjeta de crédito que no tiene dentro de su portafolio. Se presenta un análisis del mercado meta y de las variables de nuestro entorno económico, político y demográfico. También se propone la implementación de herramientas de marketing digital y en base al marketing mix se propone la estrategia de diferenciación y liderazgo en costos. Se trabajó una campaña de Marketing a través de una landing page el cual arrojo un resultado positivo que marca una tendencia de los clientes potenciales hacia la compra de entradas para eventos aprovechando los descuentos de tarjetas de crédito. También se realizó una proyección de los ingresos de la compañía dando indicadores financieros rentables y con una proyección de crecimiento sostenible en el tiempo. Por lo tanto, se concluye que la idea de negocio propuesta es nueva en el mercado y satisface una necesidad latente en el Perú y con una proyección de crecimiento rentable. / In this innovation work, we propose the creation of a new business idea that satisfies the need of a target audience with a tendency to buy entertainment items or services, taking advantage of the discount with a credit card that is not in their portfolio. An analysis of the target market and the variables of our economic, political and demographic environment is presented. The implementation of digital marketing tools is also proposed and based on the marketing mix, the strategy of differentiation and cost leadership is proposed. A Marketing campaign was carried out through a landing page which a positive result that marks a trend of potential customers towards the purchase of event tickets taking advantage of credit card discounts. In fat, a projection of the company's income was also made, giving profitable financial indicators and a projection of sustainable growth over time. Therefore, it is concluded that the proposed business idea is new in the market and satisfies a latent need in Peru and with a projection of profitable growth. / Trabajo de investigación

No description available.

蘋果電腦從2010年3月發行iPad平板電腦不過才一年的時間就出貨了1500萬台，隨即又以更犀利的價格與更新穎規格宣布iPad2之發行，全年度出貨量上看3500萬台。這波快速成長的新市場對於以製造見長的ODM廠商而言，究竟是新的商品機會來提高自身獲利率或是下一個低毛利風險讓自身更受制於品牌廠商尚未有定論。不過從iPad系列銷售的業績與定價策略，過去熟稔的品牌PC廠商似乎很難在此競爭態勢下找到切入定位點，然而從價值鏈的分析中，又可以看到幾個不同於過去電腦銷售方式的新利基點。從下表可知若將蘋果iPad置於價值鏈中心，向上有因而受惠的電子媒體與硬體開發商，向下有開發軟體與電信營運商，左右也有可以整合應用的家電電器商，可以說是受惠良多的組合。 歸納因為iPad銷售而受惠的上下游廠商： 1. 軟體開發商 2. 硬體周邊開發商 3. 電信營運商 4. 電子媒體書籍出版社 5. 家庭電器電視品牌製造商 如何從ODM製造與研發專長，來協助有差異價值的客戶，又能有效建立區隔競爭廠商的進入障礙，是本篇論文研討的目標。藉由麥可波特的價值鏈傳遞定位可以合作的對象，再藉由五力分析尋找有差異性服務的機會，最後使用策略選擇具有差異化策略的機會，希望台灣的產業可以改變全球競爭版圖的規則，提高自身價值的附加能力，維持競爭優勢。 / Apple Computer swamped the market with its iPad tablet PC at a 15,000,000 units shipment for the first year launched on March, 2010. Without leaving much chance and room for its competitors, Apple announced a newer version – iPad2 in March, 2011 with a more aggressive price and latest specification. The iPad2 is estimated to hit an annual shipment of 35,000,000 units worldwide. Is such a fast moving trend implying an opportunity for the ODM to improve its profit margin on new business growth or another vicious cycle of lower profit margin due to severe competition among the branded customers ? From the market price and innovative technology adopted by Apple, renowned PC brand makers may find it hard to compete in the retailing market but from the analysis of value chain it is observed several new opportunities different from the traditional PC category. By comparative analogy to Apple’s value chain several potential links available for the ODM’s collaboration can be identified as follows - 1. S/W developer 2. H/W peripheral developer 3. Tel-com operator 4. Publication firm with digital contents 5. Home appliance brand manufacturer The aim of this thesis is to study from Apple’s success story and uprising mobility paradigm, to eliminate inferior strategic approach and traditional EMS / OEM operation, by replacing with a better margin, highly differentiative value propositon with unique customer links. By the strong R&D and manufacturing skills possessed by the ODM to align with new customer group and at the meantime, building up a barrier to defend competitor from getting in the ring. Expecting Taiwan’s industry can learn from proper strategy maneuver to change the competition map by improving add-on value on its core strength, to maintain its competiveness. Thus the thesis can serve its function not only for academic study, but also for a real business practice.

The global semiconductor industry had gone through a consecutive years of prosperity in the 1990s due to the strong demand in personal computer as well as the enormous internet investiment. Even more, it gained an eruptive growth in years 1999 and 2000. The semiconductor fabrication companies¡¦ capital spending in new equipment segment grew year by year. The equipment suppliers¡¦ revenue and gross margin had then set record high. However, combined the internet bubbled in 2000 with the shortage of killer application, the chip makers¡¦ capital spending had thereafter dramatically slowdown for years and hence seriously impacted the equipment suppliers¡¦ financial performance. Ever after the great recession in year 2000, the equipment suppliers have been taking steps to alleviate the industry downturns¡¦ impact in their financial report. Meanwhile, the companies have also identified ways to further grow their business. Besides, the semiconductor industry has been introducing advanced nanomanufacturing technologies which demand huge resource commitment as well as capital investiment. The chip makers have therefore urged the equipment suppliers to assist them in area about cost reduction and productivity improvement. This study takes the world biggest semiconductor frabication equipment maker, Applied Materials, as an example, to investigate the company¡¦s strategically responsivenesses against the business cycles, the current industry environment and its desire in business growth. The conclusions are: 1)Applied Materials has been taking joint ventures, outsourcing and global development center establishments to reduce its operation cost. It had also entered the fab service market to create a new niche. 2)In response to the customers¡¦ demand in productivity improvement , Applied Materials has been activating differentiation strategies to develop high-productivity products. It has also been performing Continuous Improvement Plans (CIP) to further reduce its products¡¦ Cost Of Ownership (COO) to meet the customers¡¦ requirement in cost reduction. 3)The equipement suppliers have been conducting related constrained diversification strategies to extend their business scope. They mostly used the Mergers & Acquisitions to enter the new markets. 4)The strategy effectiveness (in view of the shareholders¡¦ return on investment), is positively related to its consistency with the company¡¦s core competencies. In other word, the higher the consistency is, the better the ROI will be. Keyword: Internal Environment Analysis, External Environment Analysis, Strategic Responsiveness, Diversification Strategy, Differentiation Strategy, Mergers & Acquisitions

El crecimiento poblacional es importante para el desarrollo de un país. La mayoría de las familias se organizan para celebrar la llegada del recién nacido, ya sea a lo grande realizando un babyshower o haciendo una pequeña reunión familiar. Para tales acontecimientos, se tiene que elegir un regalo especial que sea útil y detallista. Los invitados o familiares a dichos eventos tienen distintas opciones para elegir el presente a regalar, tales como un conjunto de ropa, coches, pañales o juguetes. Aunque las primeras opciones sea lo más común que se regala en este evento, existe una opción más personalizada para sacar de lo común aquel obsequio y convertirlo en el mejor detalle para regalar en dicha ocasión. “Jaiguawa” nace con la idea de brindar el mejor obsequio para la madre y el recién nacido, un arreglo de ropa de bebé con distintas presentaciones usando diversos accesorios de calidad para su mejor presentación, estos productos pueden llegar a ser de manera personalizada, de esta manera poder crear ese regalo u obsequio que nuestro cliente desee. Las personas que suelen trabajar y no tienen tiempo para encontrar un buen presente, tienden a comprar el regalo a última hora incluso retrasando su llegada al evento. Jaiguawa al ser una tienda online, realiza envíos vía delivery que permite evitar dichos sucesos y dando facilidades a nuestros clientes ahorrándose el tiempo invertido al buscar regalos de manera presencial. / Population growth is important for the development of a country. Most families organize to celebrate the arrival of the newborn, either in a big way by doing a babyshower or making a small family reunion. For such events, you have to choose a special gift that is useful and detailed. The guests or family members to these events have different options to choose the present, such as a set of clothes, cars for baby, diapers or toys. Although the first options are the most common that is given in this event, there is a more personalized option to take that gift out of the ordinary and turn it into the best detail to give on that occasion. "Jaiguawa" was born with the idea of providing the best gift for the mother and the newborn, an arrangement of baby clothes with different presentations using various quality accessories for their best presentation, these products can become personalized, in this way being able to create that gift or gift that our customer wants. People who usually work and don’t have time to find a good present, tend to buy the gift at the last minute even delaying their arrival at the event. Jaiguawa, being an online store, carries out shipments via delivery that allows to avoid such events and giving facilities to our clients saving the time invested when they look for a gift in person. / Trabajo de investigación

The purpose of this diploma thesis is a proposal strategy of company development for a business company XY s.r.o. Analysis conducted was aimed at research of internal company resources and external environment. The results of the analysis show market position and identifies source of competitive advantage. Strategy implementation should support improvement of market position.

Servicescape is a physical setting where the performance, delivery and consumption are exchanged within a service marketplace. It includes sensory components, such as the theme of the place that has a high impact on customer perceptions and purchasing decisions and providing them with extraordinary experiences (Pine and Gilmore, 1999; Zeithaml, Bitner and Gremler, 2009). Therefore, the Disneyization concept which is influenced by the previous was applied as it focuses on providing differentiated services. However, the purpose of this research was to explore how theming and performative labour have been used in Small-Medium-Enterprises (SME) cafés as a differentiation strategy, thus only 2/4 Disneyization principles were looked into. Together with their teamwork differentiation was established against homogenised Fika cafés in Sweden. Three sub-questions have been created to allow the authors to answer the main question accurately. Deductive reasoning has been adapted for theory collection, while qualitative research was used when collecting primary data, through purposive sampling, due to criteria having to be met. A total of seven cafés participated through face-to-face semi-structured interviews. A thematic analysis was followed to analyse, code, review, and define themes. The themes in the findings were cross-referenced with the literature review, thus the use of both interpretive and positivist research has shown slightly different results from previous studies. The findings state that when theming, all cafés cared about the different sensory elements such as interior design, sounds and smell for creating uniqueness. However, different from big enterprises, the passion of owners towards the theme was a significant factor in creating a successful theme as well. Nevertheless, theming alone was found to be not efficient enough as a differentiation strategy. Performative labour is needed to complement it which includes the concepts of emotional and aesthetic labour. Aesthetic labour had not a high effect on differentiating services, rather the extent of its application depends on the place and theme itself. On the contrary, emotional labour, which was connected with the service provided had a significant effect on instead, through interaction. Interaction is what is found to provide a unique service, creating a customer experience, thus loyal ones. Furthermore, the execution of theming and performative labour through a strong team is what creates a differentiation strategy in the face of competitors. Therefore, a Differentiation Strategy (DS) model for SME cafés was developed from the Disneyization model to include interaction and teamwork. The empirical data suggest that if a SME café successfully implements the model, it will create a differentiated strategy for itself.

本研究將探討已處於穩定發展階段的個案企業，如何在競爭環境中設計定位出與製造服務業之客製化策略互相配合的策略，有效地將營運策略、擴大企業實力與規模經濟相互整合，從而尋求提高技術水準、工人素質、產品品質的有效途徑。本研究將做出整合企業內部核心競爭力的分析、競爭優勢在產品市場的表現、競爭劣勢、機會與威脅的分析比較，並篩選與執行適合本個案公司特色的營運策略，從而取得競爭優勢，獲得經營業績。 本研究從個案公司內外部競爭優劣勢分析及企業現階段的發展特色之中，篩選出與企業自身發展相配合的差異化策略，即客戶服務的差異化，使個案公司能比競爭對手更有效率地為買方提供更有附加價值的差異化產品、能夠有效做出產品品質的差異化、能將知識管理與人力資源管理有效地整合在一起，而使得人力資源管理成為了真正“策略管理”的核心，從而有效形成與營運策略互相吻合的動態組織結構。 本研究首先從三個維度（策略維度、文化維度、學習和創新維度），系統地對公司內部管理情況加以深入地分析，來研究所亟須解決的重要問題。本研究從策略維度研究企業的策略目標、組織結構、內部工作流程、內部資訊溝通、人力資源的開發與評估以及公司的制度建構；從文化維度來研究企業核心價值觀的確立，並運用深層思維的價值觀來打造企業不敗的竅門；從學習和創新的維度來研究建構出學習型組織對企業營運的重要意義。 本研究之重點由個案公司簡介及個案研究與分析所組成。個案公司簡介部分描述了致綺國際有限公司成立二十多年來的公司沿革、經營理念、公司定位、公司策略、策略執行、公司組織架構、 深圳公司組織架構、主要產品、美国BERGQUIST產品、主要客户、生產能力、銷售額、品質政策、品質目標、绝缘片產品作業流程、導熱片產品作業流程、品質控制流程圖、個案公司之終極學習標的:Brady公司簡介與經營歷程及經營績效，其中重點介紹了致勝深圳電器配件廠的經營方式與管理改善計劃。 個案公司簡介主要分四部分來加以闡述:一、致綺國際有限公司之公司沿革簡介，包括致綺國際有限公司各地公司之分佈及公司組織架構，致綺國際有限公司所生產之主要產品類別及銷售額等。二、深圳致勝電器配件廠組織架構之介紹。三、深圳致勝電器配件廠之生產系統及管理。四、從銷售情形、庫存狀況、毛利率及競爭優勢等構面闡述了致綺國際有限公司最近之營運績效。 個案研究與分析部分主要從管理持續改善的全方位角度，分析了致綺國際有限公司未來經營成功的關鍵性績效指標(Key Performance Index,KPI)如下:一、提升工程作業能力，以主動、迅速、正確，服務內外部客戶。二、持續提升生產效率，以正確（Q）、低成本（C）、迅速（D）之優勢來滿足客戶的需求。三、強化組織架構權責、人員培訓體系，以建立優質人力資源。四、強化資材供應與管理能力，以適質、適量、適價優勢提升競爭力。五、精實品質管理系統，以降低客戶抱怨。六、員工生活品質優化，以降低員工流動率。七、提高核心競爭優勢。八、強化企業文化與價值。九、強化企業領導模式。十、 強化產品資訊與客戶支援解決方案。十一、強化個案公司之市場目標。十二、有效強化管理、彈性應變與工程執行能力。十三、以客為尊，提高客戶滿意度，策略方向聚焦與定位於行銷服務業。十四、高素質的材料有效地支援了產品、元件及其他資產。十五、確保運用適當的員工，適時適地來強化安全性。十六、緊縮與裁撤不必要之間接部門，全面緊縮成本。十七、聚焦於利基市場及新產品，重新定位利基策略。十八、將公司的總管理處、研發設計、業務、財務儘量維持駐在地深圳。 / This thesis analyzes the corporate strategy of the case company Everfame International Co., Ltd, which becomes customized at a steady development stage gradually .How to propose a good corporate strategy according to the competitive environment and the company’s real status is the first priority of the case company. The key point is how to improve the quality level of the technology and production. It thoroughly is a critical issue for combining corporation strategy with building up the strength of the case company. This article combines company’s internal core competitiveness. It contains competitive strength、 competitive weakness、 opportunities and threats. The suitable strategy must be adaptive to the company’s real characteristic and strengthen to improve the company’s operational performance. A differentiation strategy is focused on the development of a product or service that offers unique attributes that are valued by customers, and the customers perceive to be better and different from the products of the competitive rivals. The value added by the uniqueness of the product may allow the case company to charge a premium price for it. The case company expects that the higher price will be more than covering the extra costs incurred in offering the unique product and service. Therefore, Using the above core competency, The case company can combine the unique domain knowledge and excellent human resource management to construct a dynamic and flexible organization , and focused on catching up the economic scale of their ultimate target: rolemodel company Brady as the long term visional mindset of The case company.