Abstract With the trend of globalization and the pricing competition caused by China¡¦s manufacturing business, the quality of products is not the only issue that companies are facing now. There are some external as well as internal challenges that companies must face. External challenges include the competitive trend caused by the dynamic environmental movements and the operation pressure caused by facing competitors; internal operation issues concern the integration of the value chain and the continuous improvements in innovative managing skills. The case of research is the largest company professionally specialized in manufacturing drain cleaners in Taiwan. The company¡¦s sales are entirely dedicated to exporting to the international market; and OEM and ODM are its main type of business. Since drain cleaners are categorized as part of the hand tools industry, we must study the trends and activities in such industry. The business opportunities in the hand tools industry mainly depend on consumer¡¦s demand, providing different services to different individual buyers, and the opportunities derived from the rise of the home improvement market. Therefore, in the hand tools market, drain cleaner manufacturers should take into consideration that products which suit the new generation¡¦s need better and are with high economic values are more likely to satisfy the consumer needs. For the main thesis of this paper, we will be looking at discussions about the innovative and competitive strategies from literatures related, and the research will be based on J. Barney¡¦s resource base theory. Through the individual case analysis and roots study in grounded theory, I hope to achieve the following research purposes in this paper: 1. To analyze the operating state and the competitive advantages in the drain cleaner market in hand tools industry in Taiwan. 2. How the company in case study responds to the external challenges and which competitive advantages and strategies the company should take when facing such challenges. The conclusions to the company competitiveness in the case study based on relevant researches are as follows: 1. Regarding the case company¡¦s competitiveness against foreign markets, cost competitiveness is not recommended as the main business strategy, but rather to develop and strengthen the high-price, high quality markets as the recommended strategy. 2. Facing the competitions that the rise of the Asian market and the emergence of the Chinese consumer market brought, I suggest that the company in the case study, with its regional economic advantage, should consider a strategic alliance with European or American buyers or strategically to consider a joint venture with them. 3. Regarding providing useful information about the competitive market for the company, cost accounting standard procedures and other statistics related forms are strongly recommended to be established within the company in the case study, in order to provide critical information for managing department. 4. With the coming of the era of internationalization, the company in the case study should design an international personnel training system as well as a strategic human resource department to face the related incoming issues that internationalization may bring. Keyword¡Gstrategy, core competence, dynamic competition, internationalization

<div>This study explores the vertical relationships in the supply chain at three different levels, namely, firm-consumer interface, supplier-buyer interface, and firm-government interface. We provide a brief description of the results obtained for the specific problems considered in this study.</div><div><br></div><div><div>The firm-consumer interface is examined in Chapter 2. We explore firms’ selling strategy when dynamically competing for a common stream of consumers. In the situation of pure price competition, a commonly studied case, it is known that the </div><div>seller with a higher stock level can compete more effectively by forcing the seller with a lower stock level to sell out first and enjoy a monopoly power afterward. We show that when the sellers are open to price bargaining as a way of attracting buyers, the </div><div>competition equilibrium can exhibit different outcomes. When the overall stock held by the sellers is limited, there is a good chance that both sellers deplete the inventories before the end of the selling season. In this case, an incoming buyer would prefer a</div><div>high inventory seller, with whom he can bargain down the price. Interestingly, such a phenomenon only appears when the length of selling season is long enough. Thus, our study highlights the unique role of bargaining in consumer markets, as well as the importance of time horizon in characterizing equilibrium for dynamic games.</div></div><div><br></div><div>The supplier-buyer interface is studied in Chapter 3. In recent years, an increasing number of studies have applied the Nash bargaining (NB) solution to study channel relationships. However, this solution concept builds on an unrealistic axiom of independence of irrelevant alternatives. We demonstrate that, indeed, the NB solution can produce unreasonable outcomes in vertical negotiations. For example, a supplier negotiating with a monopoly retailer can end up making a higher profit than the one negotiating with a retailer facing potential competitions. To address this issue, we examine the Kalai-Smorodinsky (KS) solution as an alternative. Our analysis suggests that in competing supply chains, the KS solution appropriately captures the negotiation power shift induced by the decision ownership, the negotiation sequence, the vertical relationship, the competition intensity, the contract contingency, and the contract type. This is the first time the KS solution concept is applied to supply chain negotiations.<br></div><div><br></div><div>The firm-government interface is explored in Chapter 4. From the policymakers’ perspective, incentives firms actions toward increasing the product consumption for the needy group or increasing social welfare has a major influence in many supply chains. For example, agricultural products are subsidized by many governments. In this study, we analyze the design of government subsidy programs to induce socially improved firm decisions. We show that subsidizing on production input can lead to a more balanced distribution of market shares and firm profits than subsidizing on production output. Moreover, firms with efficient production technology prefer output subsidy, while those with inefficient production technology favor input subsidy<br></div>

基於智慧財產權對於企業之成長、獲利能力有關鍵性的影響，企業越來越重視智慧財產權的研發及運用策略，有別於以往企業將智慧財產權用在保護自己產品避免被指控侵權，多數企業現在亦將智慧財產權用於干擾競爭對手之商業佈局。又臺灣廠商因智慧財產權佈局較弱，往往係被國際廠商提告的對象，則為免影響企業經營核心事業及避免鉅額之損害賠償，企業傾向選擇與對方和解，本文即係探討倘企業面臨專利訴訟，且經適當之商業評估後，認為與原告和解為最佳的選擇，企業應採取何種方式為自己爭取談判時間，經本文整理後，企業除法律層面的回應—於訴訟中積極答辯、提起反訴或另訴、利用動議拖延訴訟庭審時間，亦可採取商業層面的回應—對外收購專利、策略併購或投資、有效利用友好公司及策略夥伴等，以達到和解之目的。 / Because of intellectual property have key influences that impacts on growth and profitability of individual companies, companies pay much more attention to intellectual property in developments and application strategies. Unlike in the past when most companies use their own intellectual property to protect products and avoid attacks, they use their own intellectual property to interfere with business plans of competitors. As Taiwanese companies are weaker in intellectual property portfolio, leading international companies were often filed lawsuits against them. To avoid being ordered to pay huge amount damages and be able to focus on core business, Taiwanese companies are inclined to settle. This study is focus on when a company evaluates the situation and then decides to settle, the company should take what kind of actions to earn more time to negotiate a settlement. In conclusion, a company can take legal actions such as, defending the lawsuit, bringing the counterclaim, filing another compliant against the plaintiff, filing motions to postpone trial, but also can buy patents, make strategic investments, and make full use of friendly companies and strategic partners in order to reach a settlement.

企業組織於快速變動且競爭激烈的環境下，為了發展相對應之競爭策略及競爭行動時，必須將動態環境當作考量之重要因素。本研究以特力集團為研究個案，藉由AMC動態競爭模型中之三項動態競爭因子：競爭察覺（Awareness）、競爭動機（Motivation）和競爭能力（Capability），探討台灣零售業廠商如何因應動態環境與其經營策略走向。並延伸動態能耐觀點，瞭解組織在該其中如何調整內外部資源結構，以建構持續之競爭優勢，從而分析特力集團長期穩定獲利之關鍵成功因素。 特力集團因應環境變遷，持續調整經營策略和動態競爭的行為模式，並從中累積動態能耐，取得「國際化運籌佈局」、「生活型態先驅」和「全方位通路佈局」等三個競爭優勢。本研究並發現，依據競爭環境、經營策略，以及執行實務的不同限制與變因，台灣地區零售業的關鍵成功因素亦有其不同之適用性。在相對較為成熟的零售產業中，「供應鏈管理」是主要競爭力關鍵。而「行銷能力」和「品牌形象」能最直接接觸到消費者。另外，在「人力資源」和「資訊化」的部分，將依據產業類型和科技發展，持續精進不同人才需求和資訊流程內容。而朝「顧客導向」之趨勢發展，是零售業於動態環境中持續成長的最關鍵成功因素。

2016年全球半導體產值約 3,270 億美元，台灣半導體產值佔全球的23%，繼續蟬聯全球第二大半導體產業大國，排行僅次於美國。此外，台灣以出口為導向，根據我國財政部統計，2017上半年積體電路出口金額占整體出口總值的27.6%，是我國最主要的出口產品，可見半導體產業對台灣的影響力不言而喻。 近年來半導體併購浪潮興起，台灣廠商也無法置身事外，最受矚目非日月光與矽品的非合意併購案莫屬。一般學術論文對於非合意併購案的探討，著重於併購前的動機與併購後的綜效，鮮少討論雙方在併購過程中的攻防。故本研究欲以動態競爭觀點，並考量政府對併購成敗的影響，來找出矽品最後同意日月光共組控股公司之提案的原因，並分析此合併案對全球封測產業所造成的影響。 本研究發現雙方在合併前，應用產品及地區的市場共同性，分別呈現上升及下降趨勢，透過收購矽品，日月光不僅能追趕其主要競爭對手在車用電子的領先地位，更可以降低營收過度集中於北美的風險。另外，雙方在台灣及中國的專利申請數量有下降趨勢，但在美國專利的申請數有明顯增加且資源相似性也呈上升趨勢，故推論日月光收購矽品可鞏固其在北美市場的領導地位。總而言之，雖然日矽合併案被外界視為雙贏結果，但客戶轉單、中國商務部的限制條件及收購溢價偏高可能使得此合併綜效有限。在面對中國封測產商崛起、封測產業的市場集中度上升及半導體產業中下游界限越來越不明確的情況下，雙方合併為必然之勢。 / The worldwide semiconductor market grew 1.1% in 2016 to $338.9 billion USD, in which Taiwan accounts for 23% of the total output. Taiwan continues to rank as the world's second largest semiconductor industry, with the first being America. Taiwan is export oriented, and from the statistical data provided by the Ministry of Finance, the shipment of integrated circuit exports accounted for 27.6% of gross export value in the first two quarters of 2017. This indicates that integrated circuit is an important export product and that the semiconductor industry is of great importance to Taiwan. The recent and unprecedented M&A waves in the semiconductor industry caused major changes and created impact on Taiwanese semiconductor firm. The recent case that drew most attention is the M&A between ASE (Advanced Semiconductor Engineering, Inc.) and SPIL (Siliconware Precision Industries Co., Ltd). While most academic theses focus on the acquiring firm’s motive and post-M&A synergy, the offense and defense strategies during the M&A process are rarely explored. This research aims to focus on reasons why SPIL agreed on ASE’s proposal to form a joint venture holding company and the impact on the global OSAT (Outsourced Semiconductor Assembly and Test) industry after this M&A. This thesis utilized the dynamic competitive perspective and identifies government’s impact on M&A. The study finds that before the merger, the commonality of product shows an upward trend while the commonality of region market presents a downward direction. This merger not only assists ASE to catch up with its leading competitors in the automotive electronics sectors, but also reduce the revenue concentration risk, given that its major sales is in North America. In addition, the number of patents filed by both companies in Taiwan and China has declined, but the number in the United States has increased significantly along with an escalating resource similarity. Therefore, the research concludes that the acquisition of SPIL can consolidate ASE’s leading position in the North American market. To sum up, the merger of ASE and SPIL is regarded as win-win outcome. However, the M&A has risks, such as customer attrition, restriction from The Ministry of Commerce of the People's Republic of China (MOFCOM) and merger overpayment. Such uncertainties may reduce synergy. Nevertheless, in the face of the rise of China's OSAT business, the market concentration of OSAT industry, and the increasingly unclear boundary between the middle and downstream firms, the merger of the two firms is inevitable.