Taiwan manufacturer has the cost advantage of manufacture and is famous in the world. Taiwan Electronic Passive Component(E.P.C.) company has the big pressure from those lower labor and land cost countries such as China because the technical entry barrier of passive component is low. Due to this situation, Taiwan passive component company endeavor to develop high-valued product and keep the strong relation with the customer in order to maintain the long-term profitability. Thus, the low-end and mid-end of passive component is occupied by Taiwan passive component company. Meanwhile, Taiwan Passive component company plan to develop high-end of passive component and to get more profit from these niche product. Taiwan subsidiary of international passive component company has the big competitive pressure on it. If Taiwan subsidiary of international passive component company does not take the appropriate strategy, this niche market will be expected to lose in the near future. Based on industry analysis and supplier analysis of Electronic Passive Component(E.P.C.),and case study from Taiwan subsidiary of international passive company, the thesis explored the success experience of competitive advantage from the case research of mainly utilizing The Five Force Analysis Model, Resource-Based View(R.B.V.), and SWOT Analysis. The suggestion were conclude as followed. 1.To Taiwan E.P.C. industry: To have the strong relation with each Design-Center of Japan, America, and Europe; to get the advantage of key material and manufacture process; to keep improving quality management. 2.To the research firm: To differentiate professional and technical support service; provide just-in-time delivery; to make the low-end product in the lower land and labor cost country.

The subject of this thesis is to create a strategic analysis of a company. Theoretical part is focused on definition , such as strategic managament, tools of strategic analysis and also financial instruments. The practical part is using selected methods. The final part includes the evaluation of applied strategies on a selected company Amaron s.r.o.

In recent years, the rise of the BRIC economies (China, India, Brazil and Russia) has caused industries in the developed and even in the developing countries, to shift toward the rising economies. The Chinese market has in the recent years become the fastest growing market with tremendous potential. Business enterprises have not only laid their eyes on the cheap labor costs, but are also deeply attracted by its market opportunities. Taiwan holds the advantage of being close in geographic proximity, and similar language and culture with China. Many Taiwanese business enterprises have made China the first choice when considering extending business to foreign markets. However, the enormous market incentives have accelerated competition within the industry. In addition to survival, it is more important for business enterprises to continually grow and profit. Therefore it is the aim of this study to investigate how business enterprises could find ways of ensuring its survival, which allows it to grow and profit, in the fierce Chinese battlefield. It is hoped from the study of Chinese business environment and analysis of current status, that key success factors of Taiwanese business enterprises in the industry can be identified. It is expected that the results of the study can be valuable recommendations to the industry. The traditional industries have always been the foundation of Taiwan¡¦s economic growth. The contributions made by the manufacturing industry to the economic growth of Taiwan cannot be overlooked. However, as the high-tech industries prosper and change of the domestic industry structure, traditional industries had been in an inferior position with respect to acquisition of resource, such as human and financial resources. Faced with a fierce competitive environment, how the traditional manufacturing industries break out of the growth-stagnant bottleneck requires the identification of key success factors of the industry. Business strategies should be developed according to such factors, putting effort in strengthening and building on the success factors, so that greatest leverage of limited resources can bring profit and continued competitive advantage. Although the copper alloy industry is considered a traditional industry, its products serve downstream users in ironmongery, electric appliance and electronics. The industry has its critical value of existence in the market¡¦s supply chain. Hence, the copper alloy plants have been chosen as he subject for this study. Through research and analysis of the industry, the study seeks to identify the critical success factors of copper alloy strip manufacturers in managing the Chinese market. The results will enable business enterprises to develop strategies for managing the Chinese market. This is a qualitative case study. Three largest copper alloy strip manufacturers were selected for the case study. Further to collection of secondary data on the copper alloy strip industry and supply-demand status of the China market, interviews were conducted with middle to senior managers of the manufacturers in the industry. Through the arrangement, analysis and study of secondary data and interviews, key success factors of the copper alloy industry were identified. The buying decisions and end user perspectives were referenced to validate the success factors identified from research. The study hopes to include the end user¡¦s purchasing perspectives into the key success factors identified from industry analysis. It is hoped that the key factors identified could be more objective, so that the success factors would be of value to business enterprises. Lastly, the key success factors of Taiwanese copper alloy strip manufacturers in conducting business in China are: (1) acquisition of core technology for high level products, (2) acquiring personnel with international capabilities and specialized knowledge in copper industry, (3) promote the bargaining power with raw material suppliers, (4) sound financial structure and financial management capabilities, and (5) establishment of network relationships. These five key success factors revolve around three critical resources, namely technology, human resource and financial resource. Through external networks, the strength of these three internal resources can bring about positive effects.

Because of the growth in income per capita as a consequent to the growth of global economy, skin care and cosmetic products have changed from luxury items to daily essentials. Together with the human nature of pursuing attractive appearance, factors such as decrease in the level of average age of cosmetic consumers, the increase of frequency of using cosmetic products, strong demand for high end skin care products with medical effects, and government support in developing cosmetic manufacturing as a key industry, suggest that the cosmetic market still has a significant growth potential. In addition, the recent popularity of ¡§cosmo-ceutical products¡¨ is pushing a number of major local corporations to enter the cosmetic market with biotech innovations. Because of the ease of transforming from chemical-related product manufacturing to cosmetic manufacturing, the local cosmetic industry is now saturated by small to medium-sized manufacturers. However, the local manufacturers are faced with the challenges of lack of GMP related legislation system for the cosmetics industry, shortage of financial resources, insignificant company size, and local R&D still awaits effective improvement. Therefore, it impossible for local companies to compete with the international cosmetics corporate giants. This paper will discuss the example of Taiwan Salt¡¦s successful transformation to a cosmetics manufacturer with collagen products. The example will be followed by analysis on the cosmetics industry in Taiwan and the competitiveness of global cosmetics companies such as P&G, L¡¦Oreal, Estee Lauder, and Shiseido. Selected companies will be analyzed for comparing their operational strategies. The findings will be further elaborated into the discussion of the current condition and demands in the local market of skin care product with whitening effect. The research suggested that the companies under study attempt to increase their competitiveness through product diversification and a focused operational strategy. Taiwan Salt for example started with specialized salt-related skin care products, and later on diversified the product lines to include collagen-related products. On the other hand, S-company capitalized on the unique demand for whitening products in the Asian market by orienting the product innovations with whitening and freckle-control effects. The company is faced with major threats of potential leak of production knowledge and counterfeit products. Due to the significant reduction of tariff, imported cosmetics from Europe and North America are increasing popular in the local market. Under the joint impact of decreased effectiveness of the traditional distribution channels, and change in consumer preference, brand diversification and distribution through multiple channels will be the future trends for survival. To succeed in the cosmetics industry, local companies must be dedicated to establishing new brands and promoting the brand recognition, and innovating new formula (i.e. skin care products with Chinese herbal medicine and natural herbal essences). In turn, to constitute a constructive persuasion for profitability in this industry, government would have to establish a GMP legislation system specialized for cosmetics manufacturing to improve the competitiveness of the local companies.

本文旨在以鑽石體系探討台灣晶圓代工產業在發展了30年後，之所以具有國際競爭力各項條件，並在五力模型的分析下，進一步探討台灣晶圓代工產業未來的威脅及具有的優勢。本研究認為，台灣晶圓代工產業具備有鑽石體系中的各項生產因素、需求條件、相關與支援產業以及同業競爭與企業策略等條件，且台灣在發展晶圓代工產業的初期，政府扮演相當重要的要角，是推動這30年來晶圓代工產業蓬勃發展的重要原因。而這台灣獨創的專業晶圓代工模式也因為在國際分工需求下，產生其效益，並帶給台灣半導體上下游產業的垂直分工發展並使半導體產業聚落形成。 另一方面，在以五力模型中的各項威脅因素分析時，發現在同業競爭、供應商以及顧客的各項因素中，其威脅屬於中等程度，並沒有特別具有威脅的一項；而在潛在競爭者的威脅這一部分則更弱了，因為其成本太高以及經營模式和一般整合元件廠商（Integrated Device Manufacturer, IDM）以及記憶體廠商的經營方式不同，使得進入障礙提高；在替代產業的威脅上則是最低的，目前幾乎沒有可以取代晶圓代工產業的產品。故短期間內台灣的晶圓代工產業在國際上具有相當大的優勢。 本研究也針對以上結果綜合提出四個命題。第一、在晶圓代工產業發展初期，政府對鑽石體系中生產因素的策略性協助越多，越容易使其成功；第二、整合性服務與誠信這兩方面表現越佳者，未來越具有競爭力；第三、在供應商、晶圓代工業以及客戶的關係裡，位居買方之產業其轉換成本高；第四、未來唯有資本雄厚的整合元件製造廠（IDM）有能力進入該產業。 / The research shows that Taiwan semiconductor pure foundry industry composes of four well-proven completed environment conditions in Porter’s Diamond Model: Factor Conditions, Demand Conditions, Related and Supporting Industries, and Firm Strategy, Structure, and Rivalry. In addition, the Role of Government, defined as the fifth condition in the model, plays an important role in the early stage. The pure foundry model created by Taiwan also contributes the development of vertical de-integration and the formation of semiconductor cluster. Meanwhile, Five-Force Model is used to analyze the threats of Taiwan semiconductor pure foundry industry, which shows the threat from rivalry among existing competitors, suppliers and buyers is moderate. The threat of new entrants is low, and the threat of substitute products or services is insignificant. In summary, Taiwan semiconductor pure foundry industry still has strong competitive adventages in the near future. The research also provides four propositions. First, the more the government provides assistance to the factor conditions in the early stage, the easier the foundry industry will be successful. Second, the better the integrated services and the higher integrity a company could offer, the more competitive the company will be. Third, in the relationship of supplier, foundry and customer, the roles of buyer have higher switching cost. Fourth, the Integrated Device Manufacturer (IDM) companies with sufficient capital are the only type of companies could enter this industry in the future.

The aim of this work is to propose precautions that will comply strategic goals of a company. Namely increasing brand awareness and rise of product sales. To tackle this problem author uses analysis of internal and external environment and applies integrated marketing communication method. Outcome of thesis is to propose media campaign and to broaden current marketing tools.

Karlstad står inför sin största stadsomvandling i modern tid. Fler bostäder, utökad och förbättrad stadskärna, förnyad infrastruktur för både tåg-, buss-, bil-, gång- och cykelresenärer är delar av kommunens vision inför 2030. Handelsindex tyder på fortsatt goda förutsättningar till konsumtion. En efterlängtad satsning på ett nytt handelskvarter mitt i centrala Karlstad får äntligen startbesked och en ny modern handelsplats med inslag av kulturhistoriskt intressanta lokaler tar vid. En saluhall tillkommer, något man trodde var efterlängtat och därmed skulle locka besökare. Men utfallet visade sig bli annorlunda. Med höga förväntningar invigdes år 2016 den sista etappen av handelskvarteret Valvet. Kort efter öppning har förhoppningarna om Valvets nysatsning för centrumutvecklingen i staden raserats, den respons man förväntade och det kundflödet man räknade med uppstod aldrig. År 2017 tar man beslutet att avveckla handelsverksamheten för att istället satsa på restaurangverksamhet och nöjen i lokalerna. Syftet med arbetet är att studera källorna till varför etableringen av Handelskvarteret Valvet inte lyckades leva kvar. Michael Porters konkurrensstrategi, femkraftsmodellen, samt Porters generiska basstrategier utgör det teoretiska ramverket och för att berika den kvalitativa studien har intervjuer gjorts med personer i direkt anknytning till projektet om Valvet. Annan datainsamling har skett via dokument från Karlstad kommun och också publicerade artiklar i värmländska tidskrifter. Resultatet visar att på att det finns flera orsaker till att etableringen inte lyckades i den utsträckning man först önskade. Klimatet har förändrats i centrum i takt med ökad e-handel och externhandel, konkurrensen har således ökat. Samtidigt har ett bristfälligt kundunderlag skapat en övertro på en av huvudaktörerna, kundflödet blev bristfälligt och påverkade hela handelskvarteret negativt. Värdeskapande faktorer har varit svaga, däribland utformning, synergieffekter och hyresgästmixen. Antydan till en förskjutning i centrum, från konsumtion till upplevelser, har möjligen också haft en inverkan vid etableringen. / Karlstad faces its greatest urban transformation in modern times. More housing, expanded and improved city centers, renewed infrastructure for train, buses, cars, pedestrians and cyclists are all part of the municipality's vision by 2030. The trade index indicates continued favorable conditions for consumption. An anticipated investment in a new commercial district in the center of Karlstad is finally launched, and a new modern shopping center with elements of historical- and cultural interesting areas is taking place. A market hall is added, something that was thought to be wished-for and would attract visitors. But the outcome turned out to be different. With high expectations in 2016, the final stage of the shopping center Valvet was opened. Soon after opening, the hopes for Valvet's new initiative for city center development were gone. The response expected and the anticipated customer flow never occurred. In 2017, the decision is taken to discontinue the shopping center, to instead change the concept into restaurants and a giant event park. The purpose of this work is to study the sources of why the establishment of Valvet shopping center failed. Michael Porter's competitive strategy, the five forces analysis model, constitutes the theoretical framework. In order to enrich the qualitative study, interviews have been made with people directly related to the project Valvet. Other data collection has been carried out via documents from the municipality but also published articles in Värmländska newspapers. The result shows that there are several reasons why the establishment failed to the extent that was first desired. The climate has changed in the city center in line with increased e-commerce and external trade, competition has thus increased. At the same time, a deficient customer base has created a superstition about one of the main players, the customer flow became deficient and had a negative effect on the entire trading district. Value-creating factors have been weak, including design, synergy effects and the tenant mix. The hint of a shift in the center, from consumption to experiences, may also have had an impact on the establishment.

The main aim of this thesis is to analyse the life-cycle of a water company and its strategic decision making, and then to suggest possible changes to improve the business. For the purpose of the thesis the selected water company was CEVAK a.s. located in České Budějovice. The first section of the thesis contains a theoretical description of the company's life-cycle and strategic management. The strategic management section mainly contains strategic analyses as it is a very important part of decision making. The theoretical section is mainly processed from literary sources and also contains theoretical schemes. The second part is an analysis of the chosen water company. This section also contains a description of how the water company works, how it generates profit, price making and business relations. This section also contains a description of how the water company works, how it generates profit, price making and business relations. The last section of the thesis contains suggestions for improvement in the company. The bulk of this part discusses better integration of the company into the life of citizens.

近幾年由於「山寨手機」的興起，吸引了大家對於山寨產品的注意力，改變了一般民眾對山寨產品的想法，然而，山寨手機的出現，已經不單是一個社會的獨特現象，它更影響了手機產業供應鏈的生態。因此本研究透過個案研究方法，以B公司做為研究對象，從收集的初級及次級資料中，利用SWOT分析與五力分析作為分析方法，試圖回答下列兩個問題：（1）瞭解「山寨產業」對於PCB產業有何衝擊？（2）面對「山寨產業」的衰退，台灣PCB廠商應如何因應？ 本研究發現，由於B公司初期的企業能力能夠滿足山寨手機的需求，因此能夠在山寨手機興起時從中獲利，然而，隨著山寨手機產業的衰退，本研究認為B公司須採用下列策略因應：（1）淡出山寨手機供應鏈，不再陷入削價競爭的窘境，將目標客戶轉為「白牌手機」廠商，（2）善用大陸市場與低價勞力，由於大陸市場已經從「世界工廠」轉變為「世界市場」，為了服務廣大的消費者，國際大廠紛紛在大陸設立據點，因此B公司應繼續增加昆山廠的生產線，同時，（3）要提高手機用PCB的研發費用，由於傳統山寨手機產業已經衰減，新的需求轉向高階智慧型手機，因此B公司必須手機產品主力從低階四層板，提升為高階的HDI板，除了可以回應智慧型手機的需要外，也慢慢將目標客戶轉移至品牌手機廠商。 本研究主要貢獻是提供企業深入了解山寨手機對手機產業供應鏈之影響，雖然仿冒抄襲是一個新興產業成長的必經之路，然而大陸的山寨手機產業所產生的影響不容小覷，因此本研究以一個曾經受惠於在山寨手機的PCB廠作為研究對象，試圖提出面對後山寨時代的來臨，企業應該用如何回應。 / The rise of bandit mobile phone industry has attracted people’s eye and change people’s mind on bandit products. “Bandit” is not just a unique social phenomenon, but an impact on the outside environment of mobile phone supply chain. This research used case study to investigate the B company, a Taiwanese PCB company as our research object. We utilized SWOT analysis and Porter’s five force analysis as tools with our primary and secondary data to clarify the following two questions: (1) what the influence did bandit industry arise on the PCB industry, and (2) what is the PCB company’s strategy when facing downturn of the bandit mobile phone industry. Our study has found that the B company’s capability matched the need of bandit mobile phone industry at the early stage. However, with the industry declined, we suggest the B company should adapt the following strategies in order to maintain its profit: (1) fade out from bandit mobile phone industry, and turn to white-box mobile phone industry; (2) take advantage of cheap labor cost in China and extend existing production lines; (3) enhance the R&D investment on mobile phone PCB. The major contribution of this research is to help firms understand the influence of bandit mobile phones on mobile phone’s supply chain. Although copy is the necessary evil in the developing industry, however, the impact from it still can’t be ignored. We choose a Taiwanese PCB company, which has been benefited from bandit mobile phones, as our case to identify what’s next for the PCB companies in post bandit mobile phone age.

The title of the thesis is {\clqq}Possibilities of diferent cooperation forms of companies which are exporting on foreign markets``. The main object of the thesis was evaluation of Centropen, a.s. Dačice and Binney and Smith (European s.r.o.) cooperation. Partial object of this thesis was analysis of both firms. There was accomplish the analysis of the internal and external environment of the individual firms. During the analysis was determined strengths, weaknesses, opportunities and threats of this firms. This analysis was used as a base for determining of new market entrance strategies for individual firms. Diferenciation strategy was recommended for Centropen a.s. Dačice. This strategy is based on innovation of products and their penetrated new foreign markets. On the other hand, ideal strategy for Binney and Smith is strategy of market expansion, for adapting of this strategy is wery important finding of one or more new markets and products initiation to this markets. Next stage of the analysis was concentrated on monitoring markets in tree countries: USA, Canada, China, than was formulate the five force model of Porter, which was used for research of entry of new competitors, the threats of substitues, the bargaining power of buyers, the bargaing power of suppliers and the rivality among the existing competitors. This analysis was focused on probe of political factors, economic factors, social and cultural factors, technological factors. The next stage of this analysis was suggesting of export market with the less risk. With respect to results of the analysis, the optimal market for these firms is USA market. The thesis is deal with forms of entering to foreign trades too. Indirect form of entering the foreign market by way of piggybacking can we in this case recommended. Using of this strategy should be profitable for both firms. The big oportunity for Centropen is chance of using goodwill and power of Binney and Smith. Distribution system and other Binney and Smith services are interesting too. Oportunities for Binney and Smith are possibility offer to versatile spectrum article, and cost saving, joint financing and exploitation sales network, channels of distribution, market a product own marker, control of price, and own marketing strategy.