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About 97% of Taiwan¡¦s businesses are small to medium enterprises, and the majority of which are categorized as the traditional industries. Small to medium business enterprises of the traditional industry has made significant contribution to Taiwan¡¦s economic miracle. Although in recent years, high-tech industries have become leaders in the whole economy, material changes have occurred in the economic structure. We have also observed changes in the overall economic environment, the impact of internationalization and globalization are the main reasons. But, we wish to see the industry continue to grow; we do not wish to see the rise of some industries while others fade. Hence, current status are studies and researched in detail, hope that some valuable recommendations can be made. Stability and growth has always been the key issue for all business management. Small business enterprises are naturally in a poor position for resource. Faced with the rapid changes in the internal and external environments and fierce competition, small business enterprises often fall into a stagnant situation that bottlenecks growth. In order to break out of its stagnant situation, business strategies and directions must be adjusted. Small businesses must also develop toward high economic value, such that growth targets can be achieved. During its growth process, due to changes in the environment, understanding of internal resources and capabilities, shows speed, flexibility and responsiveness. The best growth strategy suitable to the business enterprise needs to be developed and implemented. Resources at hand and advantages should be strengthened, business competitiveness enhanced and promote synergy, so that the business may continue to grow and prosper. Hence, small businesses should develop its business environment with a predictive management style. It should grasp the trends of the industry, predict its future and actively accumulate resources and should not have too many passive responses to uncontrollable environments. Leaders needs to continuously think about the current status of the business enterprise, what should be done, what can be done, and how. The business enterprise will gradually shift its business focus, avoid competition and adapt to external environment, so that synergic effects can result from integration of advantageous resources. This study is a qualitative study. It attempts to investigate a business growth model for small business enterprises. In search of the growth strategy of the case study enterprise, business leaders were interviewed in depth, and the growth pattern of the business enterprise was observed from the perspective of its business operations. Chapter 1 of the study introduces the backgrounds, motivation, objectives, process and scope of the study. In chapter 2, literature review, theories of business management, growth strategy, resource-based view, industrial network relationship and strategic alliance were reviewed. The research methodology and design are reported in chapter 3, describing the conceptual framework, research methods, design and limitations. Having drawn the theoretical profile of the study, secondary data were used in chapter 4 to investigate the characteristics of small to medium business enterprises in Taiwan and their current status. The industry of the case study enterprise, its development history and relationship analysis, profile of the case study enterprise were reported. In chapter 5, the study attempts to verify the theory with in-depth interview. In addition to many visits to and observation of the case study enterprise, the factors that affect the growth of the small businesses are analyzed. Finally, the key factors of growth strategy for small business enterprises are: 1. focused scope of operation, hold onto niche market, 2. establish industrial network or clustering effect, 3. develop human capital, ensure customer and employee value, 4. accumulate strategic resources, develop core competence, 5. make use of resource leverage, expand synergy, 6. organization reengineering and change, integrate and enhance business capabilities. The 6 strategic factors must support leadership characteristics as the core of growth strategy. The growth model for small businesses are also developed.

Due to entrance of WTO and performance of cGMP, Taiwan¡¦s biotechnology and pharmaceutical industries has met with more challenge¡Bimpact and pressure that let enterprise must reflect the marketing concept rests on four pillars¡Gtarget market, customer needs, integrated marketing, and organizational objectives( profitability) that reflect completely and restructure the strategic marketing according to innovative rethinking and develop into vision and strategic target of enterprise. The high-performance of business competitive advantage is focused on delivering customer value and satisfaction. Given the importance of customer value and satisfaction, we need to discuss the concepts of a value chain and value-delivery systems. Every firm is a collection of activities that are performed to design¡Bproduce¡Bmarket¡Bdeliver¡Band support its product. The firm¡¦s task is to examine the value chain and look for ways to improve its cost and performance in each value-creating activity. The firm should estimate its competitor¡¦s cost and performance as benchmarks against which to compare its own cost and performance. To the extent that it can perform certain activities better than its competitors, it can achieve a business competitive advantage. Strong companies develop superior capabilities in managing these core competences. According to current healthy policy of Taiwan¡¦s government and promotional projects of developing biotechnology and pharmaceutical industries, enterprise need to reflect and evaluate the core competence and focus on firm¡¦s resources. Enterprise need to find out and decide the strategic positioning and then fit with government¡¦s policy. How to combine about the low cost operation of business strategy and high profit of innovative strategy that develop and restructure the new business model that achieve the business competitive advantage. This study will explore meantime that Taiwan¡¦s biotechnology and pharmaceutical firms desire for reaching competitive advantage and occupying the market quickly, the firms should think that saving resources¡Brestructuring business model¡Bmanaging risk¡Banalyzing critical success factors¡Boperating the strategy of alliance and co-marketing are necessary.

Keywords¡GBiotechnology, Business Competitive Advantage, Innovation Business Model, Strategic Marketing, Marketing Concept Rests on Four Pillars, Porter¡¦s Competitive Forces Model, Value-chain Model, Resources Advantage Orientation, Resources-Based Theory( view) , Core Competence, Customer Relation Management, Strategy Game Due to entrance of WTO and performance of cGMP, Taiwan¡¦s biotechnology and pharmaceutical industries has met with more challenge¡Bimpact and pressure that let enterprise must reflect the marketing concept rests on four pillars¡Gtarget market, customer needs, integrated marketing, and organizational objectives( profitability) that reflect completely and restructure the strategic marketing according to innovative rethinking and develop into vision and strategic target of enterprise. The high-performance of business competitive advantage is focused on delivering customer value and satisfaction. Given the importance of customer value and satisfaction, we need to discuss the concepts of a value chain and value-delivery systems. Every firm is a collection of activities that are performed to design¡Bproduce¡Bmarket¡Bdeliver¡Band support its product. The firm¡¦s task is to examine the value chain and look for ways to improve its cost and performance in each value-creating activity. The firm should estimate its competitor¡¦s cost and performance as benchmarks against which to compare its own cost and performance. To the extent that it can perform certain activities better than its competitors, it can achieve a business competitive advantage. Strong companies develop superior capabilities in managing these core competences. According to current healthy policy of Taiwan¡¦s government and promotional projects of developing biotechnology and pharmaceutical industries, enterprise need to reflect and evaluate the core competence and focus on firm¡¦s resources. Enterprise need to find out and decide the strategic positioning and then fit with government¡¦s policy. How to combine about the low cost operation of business strategy and high profit of innovative strategy that develop and restructure the new business model that achieve the business competitive advantage. This study will explore meantime that Taiwan¡¦s biotechnology and pharmaceutical firms desire for reaching competitive advantage and occupying the market quickly, the firms should think that saving resources¡Brestructuring business model¡Bmanaging risk¡Banalyzing critical success factors¡Boperating the strategy of alliance and co-marketing are necessary.