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Abstract Since the launch and hot market of innovative products such as iPod, iPhone and iPad, it has created a PND operational interface revolutionary wave. The beloved keyboard, mouse or Passive Touch Panel are gradually replaced by Capacitive Touch Panel(CTP) which became one of the hottest trends in consumer electronic products. No matter in transmittance, hardness, response time, operating temperature resistance, UV resistance or beauty of outlook, CTP products surpass traditional Passive Touch Panel. The market of CTP products is so huge but there is big difference of respective company¡¦s performance. Some companies earn 2 or 3 times of company capital per year but some companies still are at a net loss stage. It¡¦s worth to study why there is a significant difference of their business performance. Further, it is beneficial to study the topic of what are the key successful factors of these outstanding companies. By selecting six representitive samples of CTP companies to research, we will study the development of this industry, the evolution of product technology and the difference of business performance, especially focusing on their sales scale, future growth rate, customer potential growth, ROE, ROA, EPS, EVA and MVA to analyze and compare. We confirm TPK Holding Co., Ltd. and Young Fast Optoelectronics Co., Ltd. are leaders among Taiwan CTP industry. We will study the key successful factors of this industry through interviews with senior management and researchers of this industry. The conclusion of this study is as follows, 1. Glass-type CTP will be the mainstream of CTP product structure, especially in the consumer electronic products such as smartphone and tablet computers. 2. On Glass Solution, Flexible Subtrate and In Cell technology will be the future development of CTP products. 3. If compared with other financial indicators, Economic Value Added (EVA) will fully evaluate and predict the corporate value. 4. There are 7 key successful factors of CTP panels: I. Innovative ability of advanced products and production process technology. II. Emphasize the patent layout to lead the advanced technology. III. Capacity and yield rate. IV. Main customers¡¦ ability to create market. V. Rapid and complete technology supported ability. VI. Provide value added service and products which surpassed other competitors. VII. Establish huge human resource and sound financial structure. Key words¡GCapacitive Touch Panel(CTP)¡BBusiness Performance¡BEconomic Value Added (EVA)¡BMarket Value Added (EVA)¡BKey Successful Factors(KSF)

Abstract The Mainland China has been the global newest economic body, having the fastest growth in economy. It is now being developed and built by way of internationalization. It further combines itself with the entire development of the great East Asia economic circle and tries to become the next international economic center all over the world. Its economy fast grows at a speed of almost annual two-digit. It will become the third economic body in the whole world in scale. Because it nears Taiwan, so reasonably turns into one of the favorite destinations which Taiwanese enterprises prefer moving out overseas in recent years. However, the investment risk in Mainland China is very high. When it comes to finance, it is not easy to ask for the loan of bank. When human matter is concerned, it is closing of information and the difficulty about management. As for marketing, you have to face the obstacle with regard to market opening and collecting market information. Concerning about production, the insufficiency of traffic facility and the restraint of electric power supply exist. As to law, the inconsistency about the explanation of rule among the responsible officials and the unpredictable changes in policy often occur. When it comes to general operation management, not only does the administrative efficiency lower, but extra social fees and concoct expenses flood. According to the statistical data of the communication foundation between straits, the number of dispute cases having been received by the foundation is 127 in 1998, almost twice, 70 in 1997. To sum up, the problems happening among Taiwanese merchant about investing in Mainland China are full of all kinds. Therefore, it is sure to raise the rate of success in business only by way of finding out the key success factor¡]KSF¡^about investing and operating. The main procedures of this study consist of the followings: ¤@¡BTo collect and manipulate the concerning domestic, foreign reference in order to analyze the operating mode of steel industry between straits. ¤G¡BTo try to find out the KSF about operating steel industry among Taiwanese merchant forward to Mainland China operate steel industry supervision according to the theoretical mode of habitual domains¡]HD¡^. ¤T¡BProfessional questionnaire - to use the professional questionnaire to collect the KSF. ¥|¡BAHP questionnaire - to make use of analytical hierarchy process¡]AHP¡^ to proceed to the analysis study in priority for the KSF. ¤­¡BAccording to the result of the second questionnaire to discuss, analyze and suggest. Anticipate providing Taiwanese merchant forward to Mainland China operate steel industry the great strategy decision and utilization basis in priority about the KSF from the conclusion of this study.

LCD panel industry is one of the most promising industries in the world. Taiwanese LCD panel makers have performed quite well in the past few years. On the controversy, the BLU has been viewed as a low entry barrier industry with many suppliers and its profit margin seems to have been squeezed due mainly to its position between big giant LCD panel makers and limited key materials suppliers. However, BLU is one of Taiwan's few competitive industries in the global market because of its high self-sufficient rate and leading technologies over their Korean and Japanese competitors. Sometimes, Taiwan¡¦s BLU industry is even performing better than other component industries within the LCD industry supply chain. It's worth examining the competitive advantages for Taiwan BLU industry by analyzing "Company R", one of the leaders in Taiwan BLU industry. We start our research by highlighting the key characteristics of the LCD industry and the dynamics of the BLU supply chain. After analyzing the marketing, technology, and management requirements for the BLU industry, we have concluded the key success factors of the BLU industry. Then with a brief introduction of ¡§Company R¡¨, we have identified the company's competitive advantages and potential long-term strategies by analyzing the company¡¦s unique positioning and resources, and comparing those with the above-mentioned key success factors of the BLU industry. According to our study, demand for BLU should continue to grow with increasing demand for LCD TVs, in longer term. The major issue for LCD panel industry will be "demand and supply" relationship, while for BLU industry is the "volume" and its "competitive advantages" for each company. The technology development for BLU will continue. BLU is not just a so-called ¡§assembling business¡¨, and its industry entry barrier is much higher than before. Besides, the cluster effect and vertical integration are inevitable for LCD panel makers. To be successful in BLU industry, a company not only needs to focus on these key success factors, but also needs to keep developing and improving its core competencies relative to its competitors.

Abstract The economical pioneer of new era ¢w The cultural and creative industries become the chief pattern in New Economy. I take the example of ¡§bridal photography industry¡¨ which is deep into the Chinese culture, and still act as a role model after going through industry life cycle, to found a successful pattern for cultural and creative industries. The applications to the cultural and creative industries from the key success factors in bridal photography Industry are as follow¡G 1. The cluster effect is shown not only in the ¡§bridal photography street¡¨ but other kinds of cultural and creative industries. 2. The vertical and horizontal integration concepts in the wedding industryi chain can be applied to cultural and creative industries, it can create more production value for the firm ¢w for the cultural and creative enterprises, ¡§industrialization¡¨ is the key point, to make it work, the enterprises should dropped their preconceived ideas and cross their limitation, thus they could compete with each other under the developing process of industry. 3. Value-added application ¢w First--Differentiation¡Git makes the bridal photography industry become the specialty in Taiwan; Second--Duplication¡Xstandardization¡Bhigh level expression and module¡Gwhile considering the booming expansion, cultural and creative industries can learn from the concept of cost-down in mechanical industry, that is, make their product duplicable, come off the hand-made, and develop successful module; third ¡V Authorization. The original creation process of cultural and creative industries is extremely tough, if they can use the authorization well, then they should create more production value and influence. 4. The technology urged the industry to go for two extremes¡GThe very few artists standing on the top, and the main stream of industry which caters to trend; embracing technology is the best option when cultural and creative industries confront new era. 5. Open up the exporting and tourism markets. 6. The blue ocean strategy for individualization era ¡V The new consumption stage¡Gselling the wonderful lifestyle, customer-orientation¡Bemotional marketing¡Bsymbolic economic and luxury marketing; using the human resources well and creating high value-added. Other warnings are about the difficult financing policy, the over-supply after industrialization, the competitor after globalization and the extra pressure problems from social economic state. The cultural and creative enterprise and the industry should drop the preconceived ideas or take others to slightly, they should learn the advantages from each other¡GThe cultural and creative enterprise should emulate the concepts of standardization¡Bhigh level expression¡Bmodule or cost-down from industry, and the industry can observe the variation ability of duplication form The cultural and creative enterprise, and create high value-added by authorization.

Kaoshiung Port had natural advantage of geographical conditions plus adopting the strategy of developing container center in 1970 and also was developed and operated achievement very well in past 20 years for prevailing in containerization. In late 1990, Kaoshiung Port faced internal and external competitive stress because global planning and management affairs were getting in vogue and neighboring countries invested in harbor facilities competitively. By far three years nearly, Kaoshiung Port was in very competitive circumstance and had to adopt seriously some tactic to promote its competition. In 2001, Taiwan government brought up the policy of Free-Trade Port Zone (FTPZ) and intended establishing FTPZ in harbor or airport in order to solicit for propriertors¡¦ investment against the businesses such as exhibition, processing manufacturing and transshipment of storehouse. Due to many examples in growth with high-speed by FTPZ in overseas harbors, KHB respects on this policy very much and strives with all its strength to set up FTPZ in Kaoshiung Port. There are no any precedents of domestic FTPZ in Taiwan. In order to find out the effect of FTPZ to Kaoshiung Port and point for attention and improvement in driving this strategy, following status are found out by this research with collection and discussion on reference sub-data and SWOT analysis of Kaoshiung Port¡¦s competition plus statistical analysis of survey. 1. 71% of persons consider that KHB will promote its advantage in competition and increase container sales revenue to establish FTPZ, extremely 93% of persons think KHB will get much help if government opens direct transportation links with Mainland 2. Following importance of external and internal factors affect whether FTZP will carry out and develop its function: External: Opening up direct transportation links with Mainland, good investment environment, preferential land tax and other levies, efficient clearance, proprietors¡¦ investment will. Internal: advantage of geographical localities, tally with information system of users¡¦ demand, efficient stevedoring, organized system of operation decision-making power, reasonable port tariff, rental and flexible adjustment, respect of customers¡¦ suggestion and high quality service, sufficient container areas 3. In order to apply effectively with restricted resources, now KHB has priority to improve its serviced resources of internal is information system, organized system, selling action, and human resources. Eventually, in order that KHB establishes tactical target of FTPZ effectively, mainly there are some suggestions to two parts, government¡¦s policy-making department and KHB, by this research to pass the bill of FTPZ, open direct transportation links with Mainland, adjust organized system of KHB, improve service system with right remedial steps, reform the rental mode of container harbor, and cooperate with succeeded international harbors or strategic alliance.

Family business is a business in which family members have a large stake in ownership and also a deciding vote on business operation. This thesis deals with what makes the family businesses thriving. The research is conducted using the Good to Great framework by Jim Collins. Based mainly on quantitative and qualitative survey of 8 Czech companies of various fields and sizes, it was discovered that there are some links between the companies' success. These findings yield a set of recommendations, which is provided in the last chapter.

競爭策略的風潮，在80年代由Porter帶入了最高峰。但是隨著企業組織的 日漸龐大、區域整合的盛行和國家競爭的日趨激烈，使得合作策略成為組 織購併、內部成長及市場交易外另一種取得所需資源的策略性選擇。在合 作策略風起雲湧的同時，靜態和比較性靜態的合作理論已不足以去解釋合 作此一課題的重要性，其並無解釋合作在時間的變化下如何去演進，以及 如何去協調、轉變和終止。然而為了去解釋廠商間的合作關係如何去因應 環境之變化，動態理論是需要的。而產業生命週期理論是劃分動態演進的 工具之一，因此本研究以產業生命週期的觀點來觀察合作策略演進的情況 。本研究採用定性的個案研究法，透過文獻整理出與合作動機有關的環境 構面以及合作策略的構面，去觀察環保產業、ＩＣ產業、重電機業以及成 衣業中合作策略的演進情形，從而得到以下發現： 1.在不同的產業生命 週期階段，會有不同的風險、市場潛力及關鍵成功因素。 2.風險的高低 ，會影響到合作的結構程度、期間、依賴程度以及統治類型。 3.市場潛 力的大小，會影響到合作策略的方向。 4.合作策略的形態將會與產業之 關鍵成功因素相配合。 5.不同的產業生命週期階段，將適用不同的合作 策略。在策略涵義上，廠商應隨著產業生命週期的演進，調整自己的合作 策略，以因應風險、市場潛力以及關鍵成功因素的變化。合作是借力使力 的好方法，但是仍要謹慎使用，在有限的資源下選擇最適的合作策略，才 可以達到最佳的效果。

近年隨著消費水準以及環保概念的提升，使消費者越加注重食品的健康與安全，也是有機產業蓬勃發展的主因。而目前相關業者除了大型企業多角化事業投注外，民間亦有許多微型企業著手經營。本研究主要國內從事有機產品的微型企業之經營模式、創業的關鍵成功因素等構面分析，並探討有機產業之未來發展契機等。 本研究以個案研究為策略，深入訪談了五家微型產業的頭家，整理有以下之重要研究發現： 一、 有機產品微型企業的創業動機通常來自於本身親身經歷，進而對有機產品的信賴而深入學習、研究與著手經營。 二、 有機產品微型企業在產品與服務上多元發展，基本產品線包括有機蔬果及健康食品類外，亦注重與消費者交流的服務搭配。 三、 有機產品之微型企業經營模式及通路佈局通常以實體店面主，網路或虛擬通路為輔，並注重與顧客的交流。 四、 有機產品微型企業在關鍵成功因素層面，通常無形資產來得比有形資產重要，而財務資產則以自己資金創業為主。 五、 未來有機產業的發展可能朝向制度化、專業分工或連鎖店的經營模式。 / In recent years, the rises of the consumption level and environmental protection concepts make consumers more pay attention to the health and safety of food. It is the main reason that makes the organic enterprises vigorous. Now there are many large-scale enterprises investing in the organic industry, and also many micro-enterprises involving in. The thesis aims at the business model of these organic enterprises, the key successful factors (KSF) of how to start an enterprise, and what is the future about the organic industry. Through the related literature analysis and cases study, we find some important points as followings: 1. Most enterprisers thanks to themselves experiences and further learn more about how to organize and maintain the organic business. 2. The micro-enterprises of organic products always have a variety of products and service, including organic vegetables and fruit, and emphasize on how to contact customers closer. 3. For the micro-enterprises of organic products, physical channels are primary, and virtual channels are secondary. 4. For the KSF of these micro-enterprises, intangible assets are more important than tangible assets, and the financial assets are mainly the micro-enterprisers funds. 5. In the future, the organic industry might become more systematic, profession divisional, and lead to the chain stores business model.

Abstract ¡§Taiwan Domestic Shipbuilding Industries and Warship Commercial Maintenance¡¨ is the long-term policy of defense independent industries pushed by the Taiwan government. Domestic shipbuilding, ship maintenance, and national integrated resources can be used to support naval ships logistic maintenance. But there are some differences in technology and concept between ¡§merchant ship¡¨ and ¡§warship¡¨. The complexity, mobility, and specialization of warship systems are higher than merchant ships. Every type of operating system now utilized by commercial shipyards must be modified if they want to receive and carry on warship commercial maintenance activity. Building desirable systems to conduct warship maintenance project management effectively is the key factor if commercial shipyards wish to carry on warship commercial maintenance activity. How to evaluate a warship commercial maintenance system and provide improved solutions for commercial shipyards is the main purpose of this research. This paper start from warship maintenance project management and focuses on warship commercial maintenance peculiarities to correct domestic public projects and shipbuilding related references. We use the Habitual Domains (HD) method to search Key Success Factors (KSF) for warships commercial maintenance system applied to commercial shipyards and to adopt Analytic Hierarchy Process (AHP) to exploit a multi-estimate criteria model to enhance effectiveness and reliability for evaluating a warship commercial maintenance system. The present study uses theoretical and actual experiences to develop a warship commercial maintenance system. Several recommendations are made in order to improve overall performance of a warship commercial maintenance system. We hope that domestic commercial shipyards can do the long-term planning and investment on conducting warship commercial maintenance activity. The navy also can perform warship maintenance frugally and diversely. In this way, navy and commercial shipyards can cooperate and realize the optimal benefit from both sides. ¡iKey Words¡j Taiwan Domestic Shipbuilding Industries, Warship Commercial Maintenance, warship maintenance project management, Habitual Domains (HD), Key Success Factor (KSF), Analytic Hierarchy Process (AHP)