Abstract Because of the health consciousness has been arising in the recent years, more and more people pay much attention to the approaches of health maintenance. Therefore, the modern people who are occupied with plenty of works form their exercising habits in the fitness club which gradually becomes a trendy fashion in leisure and entertainment. In order to understand the business management models of the fitness industry, this research firstly focused on reviewing various rationales and historical documents and based on these rationales to identify the key successful factors to the management of the fitness industry. According to the research results, the key successful factors to the fitness club management are the service quality, product innovation and the quality of financial report. Therefore, the owners of the fitness club should give more weight to these three successful factors when considering and forming the management strategies. I¡¦ve been participating in the management of the fitness club for many years and am very interested in the relationships among the service quality, product innovation, financial management and the key successful factors of the management of the fitness club. Hopefully, through this research paper, we can have more understandings in the present situation and the future of the fitness industry in Taiwan. Keyword: Fitness club, AHP, KSF

It is a ring of the whole business activity that enterprise manages. The mode of managing, the method of managing and the efficiency of managing all are enough to influence the surviving and developing of the enterprise. Many influence the whole commercial ecology too. All emphasize the important method bringing forth new ideas to bring forth new ideas mostly on the documents which manages the tactics. But, in the managing actually of the enterprise, and, what is the different between the tradition and innovate? How to operate the manage model of the tradition and innovate? What the influences for the achievement result which enterprise manage? The person who manages enterprises is for real operation, how to choice and apply the tradition model and innovate model? This report is the investigation that the different for the tradition and innovate. Also supply the simple and easy method to analyze for the people who manage enterprises. Make the enterprise able to adjust the mode that the enterprises manage according to different situation. This report use the angle that industry analysed to collect all kinds of reports about industry analysed and KFS and core ability. Build the analysis model of enterprises manages. And, use this model to prove the real case. Finally, the best method developed between the tradition and innovation.

In recent years, more and more rapidly changing industry environment, enterprises face the challenge of more intensive, rapid response and then how to stay competitive, re-use of information technology has leapt to the table; contingent competing in the business community into the building process in the ERP, From time to time to hear the company spent a lot of money, but often can not feel the corresponding benefits of ERP, gradually "ERP" in the public mind, by the tool should be as effective competition, and gradually became a large enterprise proprietary products or a modern enterprise to determine whether the "symbol", it is deeply regrettable. As "enterprise of change management into ERP" (Electronic Commerce Research, Winter 2003, Volume I, Phase II) mentioned in the article, the enterprise is full of setbacks to promote the main reason why ERP is: underestimation of change management, budget overruns and time schedule was repeatedly pushed back, in addition to employee resistance to mind is the reason can not be ignored. In other words, is not a warning to avoid the ERP can successfully import it? In the end what is the KSF for Company to implement ERP? Is ERP implementation a management innovation? How to make a management innovation? What are the bottlenecks to implement the ERP? How to break them? Can the ERP improve the performance of the business operation? Does ERP implementation needs lots of resources, ex: manpower or money? Is it right that ERP is the only way lead to the growth of a company, and it will lose its competitiveness without ERP? The ERP will be present to promote the success of the enterprise as a case study, to understand their development process, encountered those problems? How do they overcome? After implementation of ERP, what company can benefit ? Hope that the success stories by practitioners to explore the key factors to success, but also hope to set out clearly the importance of promoting the implementation of ERP programs, and touch to what the problem might be, how to solve in order to improve chances of success.

The Enterprise Resource Planning system (ERP) is the major system of the Information Technical that implemented into on the small and medium-sized enterprises at present, through this ,combine software supplier , consultants and IT firm , according to the requirement, with the process improvement view of point , adopt the way of implement ex. roll-out , step by step , big-bang etc. come to SCM system implementation, exactly integrate the e-Commerce model workflow and procedure among the upstream and downstream systems, use to promote the competitiveness, to discovery the new opportunity of enterprises, what correct decision , selection and implementation into and developing the suitable system,that's the work focuses particularly on this paper.

More than 90% of enterprises in Taiwan are small and medium enterprises. These flexible and efficient forces are one of the important foundations for economic development in Taiwan. How large is the number? Based on the data of ¡§The White book of Small and Medium Enterprises in Year 2011¡¨ from Ministry of Economic Affairs, the number is over one million and two hundred thousand! However; taking on strong competition in emerging markets and enterprise globalization, the small and medium enterprises in Taiwan face many challenges. For large enterprises and electronic industry, implement ERP to manage enterprise resources efficiently to respond to immediate changes is the core of enterprise information technology. With limited budget on information systems and specialties from small and medium enterprises, how should they implement ERP? How could they successfully implement ERP? Should they have change management when implementing ERP? Do they have the same key factors as ERP implementation in the large enterprises? Whether there is any particular attention they should pay on? This study conducted multiple case interviews using semi-structures on the objects of ERP-implemented small and medium enterprises to explore the derivation of the processes of each case, what problems and difficulties have they encountered? How to overcome the problems? By the case corporate practical experiences to assess the key factors of successful implementation, coping with the processes and problems of the implementation derivation, we expected to propose the improvement of core enterprise competition and success rate to the traditional small and medium enterprises that will implement ERP in the future. Keywords: Enterprise Resource Planning, KSF, Traditional Industries, Small and Medium Enterprises, BPR

Although the aluminium rolling industry is considered a traditional industry, but the majority of its products are supplied to the 3C market. Hence the industry can also be classified as a high-tech industry, and must therefore adapt to rapid changing market environments. In recent years, the rise of the four BRIC countries with their low cost labor and land, have gained advantages in the low end products. Yet,escalations of international raw material prices have forced the cost of raw materials in the aluminium rolling industry to close in at nearly 80%. Substitute products are at the same time being developed feverishly, posing great threats to the aluminium industry. The China Steel Aluminium Corporation (CSAC) is taken as a case example to study how concepts of innovation management can be applied to product development in an intense competitive environment. If both product differentiation and low cost can both be achieved to explore niche markets, innovative value is created and the company will find itself in a blue sea. This study is pivoted on management of innovations. The principal factors of innovation are innovation flow, technology innovation, product innovation, process innovation and organization innovation. Each principal factor is represented by four to five sub-factors, totaling 21 sub-factors. Through analytic hierarchy process (AHP), a questionnaire was developed. Experts and scholars in the field of aluminium rolling industry were requested to rate the factors. The results were analyzed using Expert Choice 2000 statistical software, and the key success factors for management of innovation in the CSAC derived. The principal factor for innovation is technology innovation, with product innovation, process innovation, innovation flow and organizational innovation being secondary factors. Among the sub-factors, eight sub-factors emerged as key success factors with evaluation weights over 5%. These are, in ranking sequence, technology optimization, product innovation leadership, technology enrichment, technology stocktaking, cross-functional team, technology monitoring and protection, product application and development, and, execution and application. Overall speaking, technology innovation is the core value of CSAC, particularly in the areas of strengthening technology optimization and technology enrichment. CSAC should dedicate more resources in research and innovation. Product strategy should evolve from application and development into product defense development. It is further suggested that the proportion of product leading innovation strategy should be increased. In the short run, the research resources of the mother company should be fully utilized. In the long term, internal research capability should be developed, that is to increase research funding. Additionally, organization learning is the source of enterprise innovation, while exploration for change opportunities is the basis for strategy formulation. Although these two factors have not been incorporated as key success factors, they should not be overlooked.

The research takes depth interview of the case study method. It focuses on the engineering department of the telecommunications industry which is transformed into an independent engineering company by spin-off. It also discusses the motive of diversification and the model of operation. The research expects to understand the interactive relation between successful entrepreneur, management abilities and resource using. The research chooses a successful spin-off company as it's case study. It discusses the strategy phase and implementation phase to find out the key success factors. By analyzing the documents about entrepreneur, the research investigates the managements and strategies of spin-off and integrates the theories and practices into a conclusion: 1. Strategy is the motive power of entrepreneur: The right strategy is "Do the right thing". Whether a start-up can start or not depends on the right combination of core strategies, strategic resources and value net. 2. Implementation is the driving power of entrepreneur: The good implementation is "Do the thing right". Whether a strategy can operate or not depends on the efficient combination of organization structure, human resource, technical R&D, manufacturing, marketing, customer relationship and financial planning. 3. Key success factor (KSF) is the accelerating power of entrepreneur: Only if the strategy phase and implemetation phase operate in coordination, the start-up possesses the condition of success. However, just a fast success is a real success in the speedily changing time. A start-up company cannot shorten the time to success unless it owns some special KSF. 4. The success in the entrepreneurial phase can't ensure that the start-up will also succeed in the future operation. It must transform the success factors in the entrepreneurial phase into the ones in the future operation.

Abstract Mergers and acquisitions (M&A) are important management tools of chief executive officers (CEOs.) The benefits of M&A include fast expanding production capacity, acquiring technical patents, overcoming the entry of obstacles, grasping markets, taking over talents, generating the synergy of operation and finance, adjusting product mix or reducing production capacity any time during the recession of markets. Steel industry itself has the character of benefits in economical scale. Therefore, Mittal Steel Company led to hand over its successful experience unceasingly in the recent year, causing an international tide of M&A. In the recent emerging China¡¦s economic system, China¡¦s steel industry was integrated under the guide of national policy. Lots of small steel plants became international leading steel producers. This is contributed to the M&A rendering the company¡¦s scale large, increasing international visibility and bringing people¡¦s notice to its talks and behaviors. Owing to quite high risks of M&A itself, steel industry must grasp the key success factor so as to reduce the risks of operation. Due to the difference of every industry, every company and outside environment, each of their positions in the industrial value chain is also different. Therefore, the successful factors of each company¡¦s M&A are somewhat different, too. This study aims at hoping to probe the successful factors of steel industry¡¦s M&A by case study, as well as to understand the follows: the status of Taiwan¡¦s steel industry, the difficulty of M&A in Taiwan¡¦s industry, the successful factors of steel industry and the generated effect of steel industry¡¦s M&A. The result of this study shows that the relationship between China and Taiwan has been closer and closer. Taiwan¡¦s steel producers have to grasp the trend of changes of China¡¦s steel plants so as to prevent error decision making. As for the successful factors of steel industry¡¦s M&A, the first priority of conditions is to obtain the top management support and to be executed by an experienced teamwork of M&A so that the M&A experience can be handed over by cumulative knowledge. Since the statistics shows that the percentage of M&A success is small, it has better to evaluate the worst situation prior to the job¡¦s execution as well as to set a bottom line of loss in order to flexibly dispose the changes of situation at any time and to make the M&A easier to success.

Made available in DSpace on 2015-05-14T13:21:09Z (GMT). No. of bitstreams: 1 arquivototal.pdf: 2947874 bytes, checksum: bb1bd216bbd80095b5f6ccc608473e9b (MD5) Previous issue date: 2011-11-04 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPES / The sodium montmorillonite-KSF (KSF-Na+) was organically modified by intercalation reactions, ion exchange and silanization using amines and amino silanes. The solids were characterized by various techniques of X-ray diffraction, infrared spectroscopy, elemental analysis (CHN), thermogravimetry, scanning electron microscopy and nuclear magnetic resonance of 29Si and 13C. The solid chlorinated indicated the immobilization of 0.97 mmolg-1 of chlorine in the matrix KSF-Na+. The reaction of the solid precursor and chlorinated with diamines in aqueous solution and without solvent was more efficient with the molecule of ethylenediamine. Substrates containing a silanized aminosilanos with two nitrogens indicated 1.47 and 1.13 mmolg-1 groups immobilized on the matrix KSF-Na+, respectively. For reactions with increasing chain diamines (H2N ((CH2) nNH2) where n = 8, 9, 10 and 12) it was realized that nonildiamina showed better incorporation into the matrix KSF-Na+. The synthesis of solid dodecylamine saw the entry of a 2,12 mmolg-1 of organic groups, and the matrix applied to the retention of copper ions (II) with values of 115.0, 80.06, 71.16 and 62.26 mg g-1 at 303, 308, 313 and 318 K, respectively. For diamines (H2N ((CH2) nNH2) where n = 8, 9, 10 and 12) there was protonated by the set of characterizations the effectiveness of the reactions. The solid containing protonated dodecylamine (KSF-C12N+) was applied to the adsorption of the dye Remazol Brilliant Blue R 303, 313 and 323 K, other words, the adsorptive process followed the pseudo second order model. The maximum retention capacities were 27.28, 28.84 and 31.87 mg/g at temperatures of 303, 313 and 323 K, respectively, and the process is adjusted to the Langmuir model. / A montmorillonita-KSF sódica (KSF-Na+) foi organicamente modificada por reações de intercalação, silanização e troca iônica utilizando aminas e silanos aminados. Os diversos sólidos foram caracterizados pelas técnicas de difratometria de raio-X, espectroscopia na região do infravermelho, análise elementar (CHN), termogravimetria, microscopia eletrônica de varredura e ressonância magnética nuclear de 29Si e 13C. O sólido clorado indicou a imobilização de 0,97 mmolg-1 de cloro na matriz KSF-Na+. A reação do sólido precursor e clorado com as diaminas em meio aquoso e sem solvente foi mais eficiente com a molécula do etilenodiamino. Os suportes silanizados com aminosilanos contendo um e dois nitrogênios indicaram 1,47 e 1,13 mmolg-1 de grupos imobilizados na matriz KSF-Na+, respectivamente. Para as reações com diaminas de cadeia crescente (H2N ((CH)nNH2) onde n= 8, 9, 10 e 12) percebeu-se que nonildiamina apresentou melhor incorporação na matriz KSF-Na+. A síntese do sólido com dodecilamina houve a entrada de 2,12 mmolg-1 de grupos orgânicos, sendo a matriz aplicada na retenção de íons de cobre (II) cujos valores foram de 115,0; 80,06; 71,16 e 62,26 mg g-1 a 303, 308, 313 e 318 K, respectivamente. Para as diaminas (H2N ((CH)nNH2) onde n= 8, 9, 10 e 12) protonadas observou-se pelo conjunto de caracterizações a efetividade das reações. O sólido contendo dodecilamina protonada (KSF-C12N+) foi aplicado na adsorção do corante azul de remazol RN a 303, 313 e 323 K, ou seja, o processo adsortivo seguiu o modelo de pseudo segunda ordem. As capacidades máximas de retenção foram de 27,28; 28,84 e 31,87 mg/g nas temperaturas de 303, 313 e 323 K, respectivamente e o processo se ajustou ao modelo de Langmuir.

Background: Local and international non-governmental organizations play a pivotal role in a relief operation. However, as the number of disasters and their complexity is increasing, the challenges these organizations face during a relief operation are also growing exponentially. It is crucial for relief organizations to not only understand but also to prioritize the factors, which can make their supply chain work better. Therefore, this research aims at understanding the relationship between the key success factors, which can dramatically enhance the efficiency and effectiveness of the relief operation. Moreover, this study also highlights how LNGOs and INGOs differentiate between these KSFs and how they rank them. Methods: To address the objective of this study, the Likert scale style questionnaire was developed and distributed online to all such NGOs (worldwide), which take part in the relief operation. The collected data was then tested for its empirical significance on SPSS using Spearman's Rho, Pearson Chisquare, to understand the relationship and importance of these factors. Whereas, the odds ratio was calculated to rank each KSF. Results: The results of the study indicate that there exist strong correlation among all selected factors and all KSFs affect INGOs supply chain at least twice as much as they do of LNGOs. Conclusion: According to our findings and in the light of literature discussed in this research, a successful relief supply chain depends not only on greater and stronger coordination & collaboration but also on sharing information and resources among LNGOs and INGOs.