The house agency enterprises offer services for promoting the real estate sales and leasing transactions. Due to lower barriers to entry and many house agencies of network trading joining, it becomes more competitive. The main purposes of the thesis listed are to explore how to inject new business model thinking and channel strategies to find a new niche market. A.What is the development and market competition in the industry? B.How the enterprises develop business model in the competitive environment in order to obtain the source of competitive advantage? C.How the enterprises integrate the traditional and virtual channel strategies to get consumers¡¦ attention and revenues. Through the literature reaches and industry interviews, several important findings are summarized as followings: A.The ¡§Seizing the White Space¡¨ of the house agency industry includes that other enterprises has not entered, expand its business to international services, or use its core competence to related businesses. B.The enterprises must offer services for customers in the shortest time to find the correct and attractive objects and give a variety of options of the same price to help determine the value of the house, and related services. C.The traditional and virtual channel strategies of the industry render as a strong complementary relationship. Whether they¡¦re traditional or virtual channels, the industry should focus on its image and giving right services.

台灣光電產業為近年來台灣經濟成長的最佳動力來源之一，截至2010年，台灣光電總產值已經突破新台幣2兆元。其中以LED、顯示面板、太陽能電池模組等貢獻最多，帶給台灣大量的就業機會，並創造出全球第一的產值。然而，台灣光電大廠以往的經營模式大都以OEM/ODM為主，製造代工屬微笑曲線價值最低的中間區域，因此企業不斷找尋轉型的機會。近年來因能源耗竭隱憂，綠能產業蔚為未來科技革命的新主流，如太陽能發電、風力發電、LED照明、電動車等，為台灣光電大廠創造新的契機。幾間光電領導大廠紛紛跨入綠能產業，除了研發製造端，也開始嘗試挑戰下游的系統整合與行銷通路，尤其以太陽能發電系統為主。面對下游不熟悉的領域，以及眾多的綠能廠商競爭對手，光電企業必須從自身核心能耐出發，找尋最佳切入點，並靈活運用相關資源，與事業夥伴密切合作，方能找到自己的定位，建立獨特競爭優勢。 本研究從光電企業跨足綠能產業的先後整體性策略布局進行分析比較，並由顧客價值與企業核心能力的角度出發，深入探討面對綠能產業下游的新事業之組織設計、營運模式、關鍵資源、關鍵流程等。本研究建議台灣光電廠商面對市場白地時，應打破傳統製造思維，以創新商業模式進行在地化資源整合，進而建立行銷通路，打造自有品牌。並且建構良好的學習交流管道，讓新事業在下游的經營管理經驗帶回企業。 / Recently, the optoelectronic industry becomes one of the driving forces of economic growth in Taiwan. Until 2010, the output value of optoelectronic industry was over 2000 billion NTD, creating many employment opportunities. The optoelectronic industry in Taiwan is accounted for the largest output value in the world, especially in sectors such as LED, photovoltaic panels, solar cell and solar modules. However, a lot of optoelectronic companies in Taiwan are OEM/ODM based. They capture the lowest value in the supply chain. Hence, many companies are eager to seize the opportunity to implement transformation strategy. Nowadays, due to energy depletion issue, more and more people care about the popularized green energy industry, include solar power, wind power, LED lighting, electric cars and so on. This condition states good foundation for optoelectronic companies in Taiwan to perform transformation strategy. Some leading companies started to cross boundaries into the green energy industry, especially focusing on manufacturing and system integration of solar power system. Facing the unfamiliar downstream business and existing green energy competitors, optoelectronic companies should start with own core capability to find the best point of entry while entering the whole new industry. They need to integrate local resources and cooperate with business partners, finding their unique position and to build up their own competitive advantage. This study analyzes a comprehensive strategy framework for optoelectronic companies in Taiwan crossing over to the green energy industry. First thing ahead, the company should start with its own core capability and consumer value, developing new business model, organization structure, key resources and key process of the new field. The conclusion of this research suggests that optoelectronic companies in Taiwan should forgo its old ways of manufacturing thinking, and operate with innovative business model to integrate the localized resources, establish its own marketing channel, create its own brand, and construct good learning process that can bring downstream experience into the organization when operating in the new industry.

生物醫藥產業對人類健康福祉影響甚鉅，同時也屬於技術、資本密集、開發期長、風險偏高的產業，在新藥開發的歷程中，臨床試驗是開發中藥品自「試驗階段」邁向「市場階段」的絕對關鍵過程，其重要性不言而喻。對藥廠而言，臨床試驗若能有效率地被執行，一方面可縮短試驗時間減少花費；另一方面則是搶得先機佔據市場，及早實現獲利。因應臨床試驗重要且繁複需求的臨床試驗服務公司（Contract Research Organization, CRO）便應蘊而生。 CRO產業在美國的發展已逾40年，在奠基於過去的競爭基礎之外，其CRO產業已朝向「便利性」與「客製化」等利基市場佈局，以滿足新的顧客價值主張，並創新商業模式，追求新的成長機會。本研究在介紹美國CRO之產業市場營運模式之外，也以個案分析方式，自國內CRO公司與藥廠/生技公司的互動、合作，探討CRO的營運模式是否符合客戶需求，並嘗試以<白地策略>書中四個核心市場要素：顧客價值主張、利潤公式、關鍵流程與關鍵資源，思索CRO公司應如何經營市場白地。希望借鏡國外CRO公司的演進，反饋予國內CRO產業的未來發展及策略調整參考。 / Bio-pharmaceutical industry on human health well-being highly influential, but also a industry of technical, capital intensive, long development periods, and high risk. Among the course of drug development, clinical trials are absolute the key to the process, and advance the development process from the pilot phase to the market phase. For pharmaceutical companies, if the clinical trial can be executed efficiently, they can shorten the test time and spending; seize the market in advance, and reap profits as soon as possible. In response to the important and complex clinical trial requirements, the Contract Research Organization (CRO) prospers and takes advantage of a favorable situation. The evolvement of the CRO industry in US is more than 40 years. In the foundation base in the past, the CRO industry has been towards convenience and customization and other niche market distribution, to meet new customer value propositions, innovative business models and pursue new growth opportunities. In this thesis, the author not only introduces the CRO’s business models in US, but also explores the CRO’s business models in Taiwan by way of case studies. Through the interaction and cooperation between domestic pharmaceutical companies and CROs, the author wants to find out if the business models of CROs are in line with customer needs. The author also wants to quest if the CROs can learn how to manage and operate a white space which the CROs hope to seize by way of the book Seizing the White Space lists four fundamental building blocks including customer value proposition, profit formula, key resources, and key processes that make a company business model works. The domestic CROs can adjust their strategy and business model for fitting customer’s value proposition.