Taiwan¡¦s IC foundry has truly emerged as important roles in Taiwan¡¦s electronic industries, whose fast growth has successfully been in the construction of Taiwan¡¦s economic miracle. Through the differentiation strategy, TSMC, the largest and most successful dedicated IC foundry in the world, expands and develops its business from bottom to top. It also has well driven IC industries a Cluster Effect, prosperously fostering the industries in its supply chain, from IC design and manufacturing to packaging and testing, even rapid growth of Taiwan¡¦s personal computer and peripheral industries relatively. Long-term, increasing growth for IC industries had earned many companies to invest low entry barrier factories - IC packaging that needs lower technical expertise and less capital. However, against semiconductor industrial booming and bust cycles, and the phenomenon known as the Bullwhip Effect in supply chains, most packaging factories have been confronting with the challenges in worse and more competitive environments. Those factories, even the same for the new entrants, actively adopted all different types of competitive, cooperative and integrated strategies, not only for profits but survival. In this study, based on path dependence theory, the competitive strategies among ten new IC packaging companies were introduced to discuss, examine, and more further verify the linkages between their competitive strategies and developing paths. The conclusion indicates that competitive strategies of positive developing path may offer new entrants a successful, experienced model to copy with. 1.The advancement of Taiwan IC packaging new entrants gave evidence for developing path¡¦s model. That is to say, different competitive strategies will result in different developing paths. 2.The competitive strategies of the positively developing path¡¦s model are helpful for new entrants to develop positively. Strategic positioning helps to concentrate company¡¦s resources onto her beneficial path to develop. Innovative strategies will help to break through the limitations of path and guide the developing path to success. Competitive advantage helps the developing path come into positive cycles. 3.IC packaging companies have to review and react very often to manage their competitive strategies when the developing path is influenced by the variances of inner and outer environments.

Medical Cosmoceutical service is a new rising medical service in recent 5 years. It combines medical profession and cosmetic service, offering customers integrated aesthetic therapy services that are safe, reliable, delicate and effective. Due to medical cosmoceutical is a popular and self-payed medical service not limited to any specific medical field by law, it is undouhtedly an effective way of business transformation for the medical institutes with difficult running under poor National Health Insurance policy. Therefore, many plastic surgery and dermatological clinics, and other medical field even beauty salons, quite to establish their medical cosmoceutical service for competing this big market. Surviving the strong competition in this hot market of medical cosmoceutical is an important issue for every member of the plastic surgery field that seeks to succeed in this medical cosmoceutical business. The key successful factor for plastic surgery field in medical cosmoceutical shall be an innovative strategy and innovative business model that leads to attracting and retaining customers. Through literature review and the practice data of T Union Clinic of Plastic Surgery based on its mamagement philosophy and business model, this study proposes the following three innovative strategies for medical cosmoceutical service: (1) Pioneer into the offering of medical cosmoceutical service that providing dedicated post-cosmetic surgery massage therapy ; (2) Pioneer into the research and development of skin care product therapeutic compound formula; and (3) Pioneer into the training and certification center for medical aesthetician. Followed by the dimensions of four innovative business model listed below, successful business performance will be obtained through the offering of comprehensive service attachment that enhances customers¡¦ willingness to accept such services. The four innovative business models comprise: (1) Knowledge transfer to customers, by delivering medical cosmetic knowledge for promoting trustworthiness from customers; (2) Customer relationship management (CRM) ,with higher customer value through maintaining close relationship with customers by offering multiple two-way communication channels; (3) Experience marketing, by creating word-of-month effects, and (4) Strategic alliance, through the referrals from related clinics, beauty salons, and affiliated medical cosmetic workshops to acquire more customers. In the verification of innovative strategies and business models for medical cosmoceutical business, this study adopts both qualitative and quantitative research methodology to provide deep insights and findings. In qualitative research, a small scale qualitative ¡§customer in-depth interview¡¨ is conducted on the medical cosmoceutical customers (5 people) of the T Union Clinic of Plastic Surgery, to verify accuracy of the innovative strategies and business model, followed by a large scale quantitative questionnaire survey (100 people) on the customers that are randomly drawn from the customers of T Union Clinic of Plastic Surgery. With quantitative data derived from the survey, the viability of the innovative strategies and innovative models are further verified. In conclusion, the research finding is that after quantitative and qualitative verification from the customer perspective, the three innovative strategies and four innovative business models proposed for medical cosmoceutical business has been indeed proved as the successful model for medical cosmoceutical business in the plastic surgery field, and is also commonly accepted by the medical cosmoceutical customers. Furthermore, an additional insight extracted from the verification in customer perspective is the need for designing of system for employee training and encouragement. By this, the effectiveness of transfering knowledge to customers and service quality delivery will be expected to enhance. So, this study adds the fifth dimension ¡§Employee training and encouragement¡¨ to the innovative business model. In the point of view of management implicatin, when performing the innovative strategy and innovative business model for medical cosmoceutical business in plastic surgery field, one should pay more attension to two management aspects, including internal management and external customer service. In the peer suggestion, the three innovative strategies and the four innovative business model proposed by this study are practically viable and may serve as the practical suggestions for the plastic surgery peer when providing medical cosmoceutical service.

FinTech不僅為金融產業熱門之議題，亦為未來金融產業發展之重大方向，因而多數金融機構投入大量資金作為FinTech相關業務之研發，但企業內部卻對策略發展方向毫無頭緒，導致資源應用不當之情況發生，因此本研究結合學術之工具，改善企業盲目投資之問題，使企業能依據顧客之需求提供全方位之解決方案。 　　本研究採用個案研究法，以我國金融控股公司領導品牌之一為研究對象，藉由與個案公司內部人員會談及其他公開管道蒐集相關資訊並加以分析，探討FinTech對顧客價值主張與金融產業現有業務所帶來之影響，並透過分析企業之自身內部優勢及外部機會形成以FinTech為主軸之創新策略，再進一步深入探討該創新策略之執行及其所衍生出之策略性智慧資本應如何進行管理。 / FinTech is not only a hot issue but also a major direction for the future development of the financial industry. Most financial institutions have invested heavily in FinTech-related research and development, but they have no idea how to develop the strategy. This situation misguided valuable resource to wrong business. So, this research paper applies academic tools to provide a total solution for enterprises on investment based on customer needs. 　　This research paper adopts case study method. The case company is a financial holding company in Taiwan, which is one of leading financial institution. In this year, discussing with company employees and analyzing related data to gauge the impact of customer value proposition of the existing financial industry. Creating an innovative strategy based on FinTech by evaluating the company’s internal strengths and external opportunities. Further, discussing on the implementation of the innovative strategy and how to manage intellectual capital derived from the innovative strategy.