The Venture Capital Invested Business Model ¡VThe Case Study For D Venture Capital Company Abstract Post-investment management is one of the critical phases of the investment process and is typically the most time consuming. Venture Capital Invested forcus in high-tech firms ,the difference between Venture Capital and tradition company is Venture Capital have hight risks and returns more than tradition company¡C From allocation to withdrawal and returns process by Venture- capital-backed Firms ( all the time approximately 3∼8 year), after post-investment management including the time which covers is very long, and have huge influence for the investment result. After the investment, how to involve the management, manages strength of strong and the weak is a big challenge for Venture capital of human resources assignment. The method is studying documents and the more case study have the conclusion. The onclusion is Venture capital have strategic valuation by the analysis base. And by the analysis base extend todifference business model. This research proposed as the market size to be big and the department market mainstream product, either is had law litigation by Venture- capital-backed Firms . Venture capital will involve leading manage to reduction lawsuit perio. When Venture- capital-backed Firms management team displays direction of the management idea difference even the deviation board of directors, Venture capital put into mostly the time involvement management even the consideration sells off stocks, makes a profit brings to completion. Post-investment management is one of the critical phases venture-capital acts as a member of board directors.¡Bthe assistance enterprise financing¡Bmonitoring financial report and structue¡Bthe agreement on urgent problem and the initiation business strategy.Ventur-capital invested jusd do the consults of managemen when initial investment t and as a member of board directors. But when appears emergency alert from financial report either presents the crisis or the management question, Venture Capital will involvement human affairs, adjustment of the organization and the direction of management The reseach conclusion is venture Capital still sell the stockholder as the main purpose and the returns method. Keywords¡G Venture Capital¡BStrategic Valuation

Research in international business and strategy emphasizes the important role knowledge plays in foreign expansion, and multiple research perspectives have viewed a firm‘s knowledge as the key driver of competitive advantage. Thus, in today‘s business environment, the ability to learn and source knowledge across boundaries is important to both firm performance and strategic change. My dissertation examines the ―knowledge-seeking‖ motive for international expansion, which suggests that firms expand abroad to gain new technical capabilities and knowledge from diverse institutions, which allow firms to change in dynamic markets. I extend organizational learning, the resource-based view, and internationalization theory to examine empirically how internationalization influences strategic changes by affecting exploratory search. This research also challenges the standard assumptions about the positive benefits of exploration on change, suggesting that a curvilinear relationship exists. Further, I argue that innovation capabilities enhance the relationship between strategic change and firm performance. These questions are examined using longitudinal data on pharmaceutical firms. The findings from this analysis reveal that internationalization has a curvilinear relationship with exploratory search. In addition, speed of internationalization, rhythm of internationalization, and international experience moderate the relationship between internationalization and exploratory search. Exploratory search was found to have an inverted U-shaped relationship with strategic change, suggesting the high exploratory search may negatively affect the firm. The analysis also revealed innovation capabilities negatively moderated the relationship between strategic change and firm performance (ROA). This study provides important contributions to the fields of strategic management, international business, and organizational learning.

This study probes into the SME strategic typology evolution at different stage of business life cycle from Resource Base View, and analyzes the factors and incidents triggering the SME strategic evolution. It further infers that as the resource accumulating, visionary leadership cultivating, and movement typology changing, the decision-making process varies. To conclude, the finding of this study are followed: 1.SME strategic typology varies, rather than fixes. This indicates that SEM entrepreneur ought to adopt appropriate strategy by inspecting market/product focus, R-D and managerial skills 2.SEM movements could be divided into three parts: ¡§Action before acknowledge¡¨, ¡§Action with only leader acknowledged¡¨ and ¡§Action with both leader and organization acknowledged. SEM¡¦s Movements adoption changed by resource accumulation, visionary leadership cultivation, decision making reliance 3.SME should adopt distinct decision-making process at different stage in business life cycle.

In Taiwan, many clinics and hospitals have struggled to survive since the implementation of nationalized health care insurance. According to the recent health care insurance policy, a hospitals¡¦ revenue is based on the number of patients treated. For small-scale clinics and hospitals, it is hard to compete with the large medical centers because: first, the clinics are limited to its financial strength, staff, and equipment; second, the co-payment of medical service in mid and small-scale hospitals is not much more inexpensive than in the large medical centers; third, the patient¡¦s referral program is not well established. In order to survive, some small clinics start to form an alliance and provide more versatile service to their patients. By doing so, the hospitals are able to cut down cost, operate more efficiently, and ease the financial crisis. In this research, we focus on local hospitals and their strategic partners to study the limitations and difficulties that the hospitals confront in the current health care environment; the hospitals¡¦ advantages and opportunities, the disadvantage and potential crisis of the hospitals; and the key factors of success of the hospitals. The results show that without changing the ownership and management team, the hospitals adopt vertical alliance. Such alliance includes patient¡¦s referral program, staff training, technical support, information exchanging and sharing, and centralized purchasing of medical products and equipment. Above all, the patient¡¦s referral program is the most important plan. The key factors of success of the hospitals are several. First, before the implementations of nationalized health care insurance, some types of alliances have existed among hospitals and clinics. Next, when setting up new clinics, they can become productive in a short period of time by obtaining resources from their own hospitals and duplicating their successful model based on past experiences. They form cross ownership and thus they are not only familiar with the operation but also share the same business version. Also, centralizing patients who need surgical operation in one hospital help cut down the cost. Finally, setting up new LASIK center especially for those LASIK patients prefer superior quality service and are willing to pay at their own expense.

The purpose of this research is to use a conceptual model to analyze the capacity for strategic change and then apply the model to assess the change capacity in Electrolux¡¦s three major strategic changes. Through applying the model of capacity for change to analyze the change process of Electrolux, the author will research into the following problems: • Why was the change initiated? By whom? • Why was the specific strategy (the content of change) chosen? Who formulated it? • What was the strategy for implementing the change (the process)? How was the implementation process conducted? • Characterizing and evaluating the capacity for change in the case company. After analyzing the strategic change and development of the Electrolux Group, the author found out the answers of the research problems and developed three major management implications, which are stated as follows: (1) High path dependence between stages After reviewing the development of Electrolux from longitudinal perspective, the author found that Electrolux development processes from stage to stage are characterized by high path dependence. The Group strives to build competitive advantages and realize the intended strategy in each stage in order to respond to the impacts resulted from the changes of external environment. Only competitive advantages and intended strategy of the current stage are built and realized will the company initiate a new strategy and proceed to next stage. Therefore, the shift into the next stage is influenced by two factors, namely, the realization of the stage-oriented intended strategy and the building of competitive advantages. Highly Path dependence from stage to stage characterizes the Electrolux¡¦s development stage model (see Figure 4.2). (2) Operating/industry environment factors serve as the main driving forces behind change After analyzing the development of Electrolux Group (see chapter 5), the author found environment factors serves as the main driving forces behind each change. In order to effectively respond to the impacts resulted from the environment changes and find a niche to grow, the organization has to closely monitor the environment changes. Only by recognizing the impacts resulted from environmental changes can organization decide the direction of corporate strategy and then evaluate whether the resources and capabilities the organization possesses can generate competitive advantage so as to realize intended strategy. (3) Leadership strongly impact the formation of change process As suggested in chapter 2.4, four internal factors i.e. leadership, structure, resources and capabilities, and culture would affect the change process (see Figure 2.2). After analyzing these internal factors affecting the change process of Electrolux, the author found that leadership serves as the main internal driving force in each change period. Though Electrolux¡¦s three major changes were mainly initiated by the external environment, the change process could not be implemented and the realized strategy could not be attained without the strategic leader who can clearly recognize and effectively react to the environment changes and adopt new strategic actions to realize the intended strategy in the end.

Taiwan is an island, no matter in island or between countries. It is very important for industry in Taiwan to use convenient and quick transportation mode. Especially, as the firm has to deliver cargo in faster transportation mode. The air freight has superiority. It becomes the indispensable transportation mode. Therefore, I want to use this model in the article to explain the realistic economic environment. Downstream firm purchases an input with time restricted, but it will cost a lot for transportation. One of the possible reasons is that the downstream firm wants to force upstream firm to lower its input price. And then I consider under this kind of industry, if upstream firm integrate forward vertically, it may promote the industrial profit.

Currently in Taiwan, there are about 450,000 people with net assets of US$100,000 and this number is estimated to exceed 510,000 (people) in three years. The market of wealth management is in its infancy and the potential for future development in this sector is huge. Moreover, the emerging trends of financial holding companies, ¡§cross marketing¡¨ strategies as well as an under-cultivated market will be contributing factors for the banking industry to be able to expand and grow into the wealth management sector. In the highly competitive financial sector, the margin for administering traditional deposits and lending is getting narrower all the time. Furthermore, under government regulation, a bank must provide a certain amount of reserves for bad debts in its administration. Therefore, the main objective of the Bank of Kaohsiung is to create more revenue for its sustainability. The Bank of Kaohsiung (BOK) has been engaged in the wealth management business since September 2002. This report details the study of ¡§ The Strategy planning for the wealth management sector for the Bank of Kaohsiung¡¨. The motive of this research is not only to gain more revenue from non-risk administrative fees but also to help improve the core competitive ability of the Bank of Kaohsiung. This research mainly focused on the SWOT (Strength, Weakness, Opportunity, Threat) analysis of the staff of BOK; to understand their position in the promotion of wealth management and how to plan the market strategy for this sector through a systematic procedure (Questionnaire Survey included). Through this study, we would like to understand our clients¡¦ needs as well as the direction of future development. This would enable us to improve our competitive edge in this sector. In conclusion, we hope that this document may provide a reference guide to peers for promoting their wealth management business in the banking industry.

This research studies Taiwan biggest three vehicle lamp makers and Advanced Lighting System (ALS) R&D Alliance. Firstly, the competition ralations of ALS three lamp makers are examined by Five Forces Model. Secondly, through the viewpoints of ¡§Co-opetition¡¨ and ¡§Co-opetition Value Net¡¨, the factors and processes of from competiton to cooperation between those three lamp makers are analyzed. By the way, the possible problems of sharing maket profits after cooperation are brought up. The main conclusions of this research are¡G 1. It¡¦s difficult to change competitors to be the complementors collaboratively researching and developing together. The process take time and efforts. Strategic alliances are suggested to adapt so-called ¡§Exclusion Clause¡¨, allowing partial members work together by individual projects under confidential agreements. 2. R&D platforms offer the environment of mutual learning and resources sharing. It helps switching competitors to complementors in long term. Alliance members can take advantages from each others through co-working process. 3. The contributions from the joints of future customers and more suppliers will help the commercialization of R&D achievements, while establishing R&D alliances. 4. The multilateral relations of strategic alliance members become complicated as competition occurs inside. ¡§Co-opetition Value Net¡¨ can be applied to explain the condition which competition and cooperation exit together in strategic alliance.

none

Agricultural finance is one indispensable means in assisting agricultural economic development. Appropriate agricultural policy plus healthy agricultural financial system will be able to support the development of agricultural economy effectively. Since resuming operation in Taiwan in 1967, The Farmers Bank of China has been the agriculture specialized bank under the belief of ¡§ Providing agricultural credit, Developing agriculture economy, promoting production and sales of agriculture¡¨, providing funds for agriculture, assisting the implementation of agricultural policy. The purpose of this research is to clarify the trade liberalization regulating of WTO on financial services industry, and find out the impact The Farmers Bank of China may meet after admission of Taiwan into WTO, as well as the foreseeable corresponding measures. In the conclusion of the study, pragmatic proposal will be presented. The scope of the research approach 1. Studying publications on the background, spirit and principle of the formation of GATT and WTO. 2. Searching theoretical basis for the strategic management in meeting competition 3. Collecting, researching and evaluating of data and information related to The Farmers Bank of China 4. Premises and corresponding measures 5. Suggestion on the responsive measures of The Farmers Bank of China after the admission of Taiwan into WTO The description of research approaches of this thesis 1. This thesis started with the publications research on the history of admission of Taiwan into WTO and static basic structure on management theory of strategic management. 2. Then it incorporates the organizational background, corporate culture, human resources, current operations for dynamic analysis of current business conditions and operation scale. 3. Thereafter it covers the responsive measures for facing competitive environment of The Farmers Bank of China through introduction of strategic planning implementing programs 4. Premises and responsive measures Since Taiwan has been admitted into WTO and the spirit and regulation of WTO in promoting fair and free trade will gradually form real influence on the agriculture and financial services following the commitment of Taiwan for the admission into WTO, the agriculture financial institutions will certainly confront direct or indirect impact under the liberalized environment , and these impacts are certainly better be adjusted and met as early as possible. Through premise analysis and an induction description drawing from the outcome of research, this thesis will provide conclusion and suggestions.