In this work, the market penetrating strategies of Chinese telecom equipment manufacturer in an emerging market was studied by using the methodology of case study with the sales cases in Taiwan. A five force model and key success factors were used to analyze the competition models and strategic logics in a Chinese telecom equipment manufacturer, Company H. The results from this work shows that the new Chinese telecom equipment manufacturer has abandoned the price leading competition strategy and shifted to integrated business strategies based on high technology, professional service, and flexibility in order to develop the market rapidly. Meanwhile, she was able to better manage the penetrating timing and expand the market share; therefore, her market share is gradually increased to the similar level of major leading telecom equipment manufacturers. As the time passes and technology evolution, the Chinese telecom equipment manufacturer will be able to become a major player by expanding the market share.

生技產業這一二十年來成為各國政府產業培植的重點，而台灣也積極發展生技產業，在生技產業中幹細胞領域屬新興、萌芽的一個領域，而在此領域中台灣也具備發展的基礎，由於本人研究領域為幹細胞，因此期望藉由本次研究，瞭解國內外幹細胞產業之發展，以及應用量化的方式找出幹細胞產業發展之關鍵成功因素，期望對於學術界、產業界以及政府提供幹細胞產業未來發展的一個建議。 本研究將40份樣本問卷進行因素分析，將37個問卷的變項歸納出三個關鍵成功因素，因素一命名為「企業品牌、產品、行銷與服務」，顯示一個產業要發展最重要的還是企業本身的能力，能否提供好的產品、服務，配合企業的品牌與行銷，才能夠帶領著產業不斷發展與進步。因素二命名為「產業發展、技術移轉以及產業策略」，產業本身發展的方向、技術以及策略等，是第二個影響因素。因素三命名為「政府、創投資金與社會、產學合作關係」，表示除了企業本身、產業之外，外在社會環境、政府等也是息息相關，三者互相配合才能夠促進產業活絡與前進。 在因素分析之後，本研究將三項關鍵因素與台灣現況進行交叉分析，結果顯示三項關鍵因素與台灣發展現況呈現負相關的結果，表示在三方面，台灣的發展仍然有待加強。 雖然在關鍵因素上與台灣發展現況上顯示負相關，但從台灣發展普遍性來看，受訪的專家學者對於台灣在各問項的表現平均有三分，細胞治療產業在全球仍然處於萌芽與起步的階段，台灣在此階段已經具備一定的基礎與水準，若能夠加緊基礎建設、人才培育、產業發展與技術創新，相信在此領域仍然有無窮的潛力與機會。 / Biotechnology has become an important focus for industrial development in the majority of developed countries in the past two decades or so. In Taiwan, the government also highly encourages the development of biotech industry. Among various disciplines of biotechnology, stem cell-related industry is a newly emerging field expected with high potentials of industrialization. Indeed Taiwan does possess the basis for such development. Because of my background as a clinician scientist specializing in stem cell research, in the current study I expect to understand the current status of development of stem cell industry nationally and internationally, as well as to quantify the critical key success factors for such development. It is hoped that the results of this study can offer substantial help to the academic, the government as well as the industry to develop stem cell-based cell therapy. In this study, factor analysis has been performed based on 40 questionnaires. We summarized three key success factors out of 37 variables. The first one is “Branding, product, marketing and service”, showing that all in all, the most critical key success factor still is about the core competence of the enterprise. The ability of offering good products and services, in conjunction with branding and marketing, is the major driving force for enterprise to flourish. The second key success factor is “Enterprise development, technology transfer and enterprise strategy”, suggesting the importance of strategy and directions of enterprise development. The third key success factor is “Government, Venture capitalist and academia-industry-society relationship”. This indicates that apart from the enterprise and the industry per se, the external environment and government policy also plays a critical role. Following the factor analysis mentioned above, cross analysis was also performed to evaluate the current situation in Taiwan. However, the results showed a negative correlation, indicating that the overall situation is unsatisfactory and needs to be improved in order to ensure the success of stem cell industry development in Taiwan. Having said that, the average score from the interviewed experts was three. Given the fact that stem cell industry is still at its beginning, the results showed that Taiwan has had certain fundamental development and standards. As long as the training of manpower and infrastructure can be further improved, it is believed Taiwan still have great opportunities in this field.

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.

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.

Through technological innovation and various stages of standardisation, wireless Internet has developed into a powerful business tool. Nowadays, business becomes not only e-business but also mobile business, or m-business, where business is done via mobile devices. This is especially true in industries where the provision of real-time and location-based information is important. Cultural tourism is one evident example of such industry. And museum might be the best testing ground for the effective use of wireless Internet in cultural tourism. Taking Taiwan¡¦s five national museums as cases, this study explores the current wireless deployment and the applications with it. It specifically examines whether and to what extent museum visitors would appreciate such deployment. After a thorough literature review, the author sorts out seven dimensions (comprising 40 elements) for the first wave of survey. Using fuzzy analytic hierarchy process (FAHP), the author further finds out the priority setting of those key success factors. The priority settings fall into three groups according to their significance. Connectivity and content design are perceived as the most important. The second group inlcudes, information content, marketing and promotion, and user¡¦s experience. The least urgent dimensions for wireless Internet development are applications and business model. This study should contribute to the understanding of applying new information and communications technologies (ICTs) in museum exhibitions. It suggests that museums should consider enhancing experiential marketing by thoughtful introduction of ICTs, notably wireless Internet application such as WLAN. This study is also characterised by using FAHP for sorting out the priority settings in the minds of museum visitors and related experts.

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.

Magister Commercii - MCom / Black Economic Empowerment (BEE) is a growth strategy implemented by the South African government to address one of the country’s largest challenges, inequality. However, the failure rate of BEE ventures in the wine industry, and the agricultural sector in general, has been very high. The South African wine industry dates back to the early 1800s, and provides an interesting context to study four cases of relatively new business ventures established since the 1990s. There is limited research that explicitly examines the relationship between the changes after liberalisation and the forms of black entry into the South African wine industry. The purpose of this research is, firstly, to investigate the business models used by selected BEE ventures, in order to identify how they contribute to business success. The Osterwalder business model is utilised as a framework to investigate the business models of four BEE business ventures, namely Solms-Delta, Thokozani, M’Hudi and Seven Sisters. Secondly, the paper seeks to establish how ownership structure influences success. To explore this influence, two cases studied are 100% black owned and two cases are joint ventures between black and white owners directly involved in the business. The present study indicates that BEE ventures in the South African wine industry face many challenges but are not necessarily unsuccessful. Findings of the present study are limited to the research sample only. Other empowerment transactions could be used for future investigation.

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.

本論文主要研究探討國內系統整合業與資訊服務業的關係，資訊服務業目前的產業生態與環境，系統整合服務業的關鍵成功因素，及研究業者應如何因應環境與擬定策略。 系統整合服務業產業的趨勢包括：顧客以強化既有投資為主，服務逐漸走向模組化，以服務為主軸，強調產業顧問、專案管理與服務分級能力，中小型專案市場之獲利性將逐漸變差。系統整合服務業的關鍵成功因素有：（1）特定行業的專業能力與知識，（2）使用者口碑建立與利用，（3）新產品的創新發展能力，（4）公司財務狀況，（5）行銷人員素質，（6）強烈企業文化，（7）公司形象，（8）策略聯盟，（9）與政府單位之關係，（10）立即回應之服務，與（11）對顧客之教育訓練等。 根據內外在環境分析和企業目標，研究顯示個案公司最適合採行成長策略，而以「集中多角化」之成長策略為個案公司未來發展之最佳策略。本文亦根據Aaker的分析架構與Glueck所建議的策略規劃流程，為個案公司做一策略規劃，可做為個案公司及類似之系統整合業者擬定策略的參考。

據主計處統計，台灣近十年來批發零售業產值逐年上升，且自從國民平均所得超過一萬美金後，國內DIY市場逐漸興起，與「家」有關的產業更是蓬勃發展，國內外家具、家飾業者紛紛進駐，期望能搶先在台灣這個新興市場奪下一席之地；但從國外賣場龍頭進駐中國的經驗來看，如何適應在地環境、了解當地市場、消費者與競爭習性將是取得成功的不二法門，若想在競爭激烈的市場勝出，企業除了提供優異的產品，更需靠著與供應鏈上、下游廠商的合作取得競爭優勢。本研究利用文獻探討針對供應鏈中採購管理、物流管理與商品陳列與展示等三面向，整理出關鍵成功因素的架構，並透過與個案公司分店店長訪談，分析個案公司在這三個面向的實作情形，從而獲得以下關鍵成功因素的實證： 1. 採購管理： 採購人員對上下游市場趨勢分析能力、供應商評選機制之建置、採購人員績效考核系統之建置、採購上的規模經濟，以及採購系統與供應商資訊同步。 2. 物流管理： 第三方物流評選能力、物品運送過程監控能力、物流資訊分享與傳輸能力，以及物流上的規模經濟。 3. 商品陳列與展示： 賣場人員商品陳列能力、賣場擺設稽核機制、參考顧客反饋意見、以及季節性活動的搭配。 / According to the Directorate-General of Budget, Accounting and Statistics, the wholesale and retail productivity in Taiwan has been arising year by year. Ever since Taiwan’s GDP exceeds USD$10,000, the Housing Industry became much more prosperous and attracted numerous companies from around the world. However, per the experience of Walmart and Carrefour entering into China, the only way to be successful is to adapt to local business environment, know local market, consumers and competitive strategy. What’s more, all industries need to cooperate with their supply chain partners to achieve competitive advantages. The researcher coordinates a structure of Key Success Factors towards Procurement Management, Logistics Management as well as Product Display Management and tries to analyze and verify the real operation in H Company. Following are the findings of Key Success Factors: 1. Procurement Management: The merchandisers’ ability of analyzing the market trend; the construction of Supplier Choosing Mechanism; the construction of merchandisers’ appraisal system; the Scale of Economy in Procurement; the synchronization of Procurement System. 2. Logistics Management: The ability of choosing Third Party Logistics; the monitoring ability of delivery; the information sharing and transmitting ability; the Scale of Economy in Logistics. 3. Product Display Management: The display ability of employee; the audit mechanism of display; the willing to accept customers’ suggestions; the display ability for seasonal campaign.