How to make QFD work in the strategy of Domestic airline market in Taiwan

The business environment is perceived as becoming ever more turbulent. New strategic management theories point to a more organic and emergent strategy formation process, emphasising the paradox of control and questioning management’s role within the strategy domain. This research investigates the theoretical and empirical relationships between strategy formation, management’s role and the business environment within different organisations and at different times. Sixteen cases, representing insights of the strategy formation process in a large high technology company, are presented based on action research conducted over a nineteen month period. A theoretical framework, named the Strategy Formation Matrix, is developed to investigate the relationship between the strategy formation type and the management role. The model is validated and researched theoretically against the strategy literature and empirically in a multiple case study with six diversified companies. The framework is later extended to incorporate the business environment and these relationships are investigated based on a sample of seventeen diversified companies, who represent different industrial sectors and vary in size from small to medium to large. This research has developed new frameworks and models to describe the relationships between the business environment, the strategy formation process, management’s role and the size of organisation. In addition, it adds to existing models and challenges existing theories that link increased turbulence with a more emergent strategy formation process and a static business environment with a more intended strategy formation process.

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In order to sustain their competitiveness, the enterprises usually conduct industrial reformation. For dispersing the risk of the enterprise, expanding their business scope and growth, or solving the perplexities in operation, the enterprises usually adopt diversified strategy. While operating, many aspects should be considered. Although diversification may make the enterprises grow, apply internal resources efficiently, reduce risks and increase more economic profits, however it could not guarantee the success after diversification as anticipated. When most enterprises proceed with diversification, the values they lose are much more than the ones they have created. This study mainly includes three aspects: enterprises¡¦ resources, diversified strategies and managerial strategies. By researches and surveys of literature domestic and foreign information, feasible proposal is recommended for reference of industries. This study also shows that the enterprises¡¦ diversification strategies must be combined with their core resources, so as to expand to relevant fields of their core businesses, and then even more they can expand to the neighborhood. Furthermore, the operating strategies can be adjusted to meet the industrial structure so that the enterprises can develop inexhaustibly. Hence, the easier way to succeed by relevant diversified method, and the following is vertically integration diversification. Although non-relevant diversification can help companies increase their profits, it also leads to the highest risks among the three diversified methods. Therefore, the enterprises should cautiously choose their development directions of new businesses. The research attempts to construct the dimensions of diversified management strategies built up is as below¡G I. Positioning of explicit diversification strategies. 1. When enterprises pursue growth by diversified measures, they have to have deployment of globalization. 2. The enterprises have to select suitable timing for diversification in order to reduce learning curves. II. Integration of enterprises¡¦ resources. 1. Integration of value chains. 2. The enterprises should cultivate innovative environment via integrated management of their internal resources. 3. Developing new core competence. III. Both techniques dispersions and markets expansion are necessary for operation strategies.

Abstract Taiwan¡¦s auto part manufacturer has achieved substantial technology levels due to long- term cooperation with domestic automakers and under the rule of vehicle local content rate requirement. Above all, some of auto part makers have the capability to export parts with their R&D over the recent years. Because Taiwan¡¦s vehicle market volume ranges from 340,000 to 510,000 , it virtually couldn¡¦t allow thousands of local automakers to achieve production economy-scale, leading to limited room for further development. As a result, local automakers seek to develop overseas markets. From 1992-2002, Ministry of Economic affairs aggressively seek Taiwan¡¦s accession to WTO to upgrade Taiwan¡¦s role as an major international trade player while helping Taiwan¡¦s auto part industry to gain access to international labor-division system. Finally, Taiwan became a member of WTO on 1st,Jan. 2002. However, the impact on Taiwan¡¦s accession to WTO would enable the market to project a ¡§¡¨winner take it all¡¨ situation. Because Taiwan¡¦s auto industry will face the impact of tariff reduction¡Bquota cancellation following Taiwan¡¦s admission to WTO and local content rate cancellation in Taiwan¡¦s auto part industry ,Taiwan¡¦s auto industry would face global competition ,which is not only a threat ,but an opportunity as well. On the other hand, Taiwan¡¦s admission to WTO would expand Taiwan¡¦s domain of international trade. The global market will open to us based on the principle of reciprocal benefit¡Bequality. It would be an advantage for us in the long term .Furthermore, the emerging auto markets ,such as China¡BASEAN, would also provide a big business opportunity for investment ,which would be beneficial to Taiwan¡¦s auto industry labor-division system and competitive advantage .However, the success of Taiwan auto part industry¡¦s transition depends on how auto parts suppliers seize opportunity , using and exploiting human resources¡B upgrading product design and development capability ¡B producing parts with quality that meets global standards¡Benhancing manufacturing technology ¡Bdeveloping marketing channels etc. Only by effectively integrating internal resources could we confront the impact and opportunities brought by our accession to WTO and grasp the opportunity to transition by utilizing successful management strategy. Key word: Auto part , policy, management strategy.

Thesis (M.B.A.)--Naval Postgraduate School, June 2009. / Thesis Advisor(s): Dillard, John. "June 2009." Description based on title screen as viewed on July 13, 2009. Author(s) subject terms: Stryker Brigade Combat Team, Interim Force, Mobile Gun System, Complexity, Uncertainty, Systems Engineering, Reliability, Risk Management, Acquisition Strategy Includes bibliographical references (p. 113-122). Also available in print.

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Modern approaches to the theory of service. Specifics of brand management in services. Selection of the subject and product portfolio analysis of services. Proposal of strategy for the spread of selected brand product line services.

Abstract In an enterprise, the purpose of any strategy or management activity is to enhance the business performance and corporate competitiveness. Therefore, the management of an enterprise employs different human resource management systems, utilizes a variety of specialists, materials, capitals, and information systems to lift up the human capital, and in turn, the business performance. Therefore, this research focuses on the influence of the team performance by utilizing variety of human capital and activities. It also discusses the effectiveness of different team leader empowerment in different enterprise. The software industry in this research is categorized based on the industry classification ¡¥Industrial, commerce, and service industries survey¡¦ by the Executive Yuan, including computer software industry (program design, system design, system analysis, packaged software design, system administration), computer system integrated service industry (system integration, turn-key system). A total of 420 questionnaires were distributed to 63 companies; 181 valid questionnaires were returned at the usable response rate was 43.10%. This research applied 12 human resource management activities as the basis for discussion over the effect of human resource management activity to the organizational performance, and generalized three factors, that are factor (1) human resource development, factor (2) teamwork design, and factor (3) member relation. In respect to these three categories, this research also defines the empowerment of team leader in enterprise into three aspects as (1) ¡§self-awareness of development¡¨, (2)¡¨team relationship discipline¡¨, (3) ¡§team relationship influence¡¨. The research findings showed that the human resource management activity (which is adopted by the software industry with high human resource capital) has three symptoms regarding to team performance. (1). Enhanced by team member relationship management system. (2). Team leader empowerment has no significant impact on team performance, as contrast to team empowerment has negative relationship with ¡§Quality Acceptance¡¨. (3). Different team leader empowerment resulting different team performance and it varies with different kind of business / industries.

This study is to discuss ¡§The Effect of Environmental Cost on the Management Strategy of an Oil Company¡¨, using exploratory research, documentary review, case study, and interview. The purposes of the study are: to clarify the definition of environmental cost, the effect of environmental cost on refinery costs, the exposure of environmental cost of the case, and the effect of environmental cost on the management strategy. The conclusions of this study are presented as follows: 1. The influence of corporation culture on the development of environmental accounting system is important. 2. The clear definition of environmental cost is important for the integrity of environmental cost informatiom. 3. The effect of integrity of environmental cost on the management stragety is positive. 4. The environmental cost has positive effect on cost leadership strategy. 5. The consciousness of environmental protection has positive influence for the image of companies that carry out the environmental accounting. 6. The exposure of environmental cost doesn¡¦t affect the oil market sharing directly. 7. The policy of the government has significant influence on the implementation of environmental cost. The study suggestes government should set up the regulations that suitable for environmental accounting and porposes the following suggestions for enterprise: 1. To establish the culture that think highly of environmental cost. 1. To set up an environmental management performance assessment system. 3. Environmental accounting system must be integrated with the management information system tightly. 4. To build up an integrity environmental accounting system. 5. To uncover its environmental cost on the annual report to heave the image of the company. 6. To use the environmental accounting system as the basis of capital expenditure. 7. To utilize the environmental cost information to improve the refinery structure and competitive strength.