[pt] O fenômeno da inovação e a forma como ele contribui para o desempenho das firmas depende de várias variáveis, como as características da firma, as suas estratégias, a indústria e o ambiente. O Brasil não é reconhecido como tendo um ambiente amigável para a inovação, ao contrário da maioria dos países europeus, e isto pode ser uma das razões pelas quais o país está travado em seu desenvolvimento econômico. Considerando o que foi mencionado acima, esta tese tem como objetivo contribuir explorando a relação entre P e D interno e externo, desempenho de inovação e desempenho financeiro nas firmas de manufatura brasileiras e de alguns países europeus e comparar as duas realidades para tirar lições sobre como as firmas brasileiras podem evoluir no seu desempenho de inovação e no seu desempenho financeiro. A estratégia para atingir esse objetivo foi propor um modelo teórico e algumas hipóteses baseadas em uma extensa revisão bibliográfica dos campos de gestão de inovação e estratégia e testá-los através de modelagem de equações estruturais (SEM), utilizando a estimativa bayesiana. Para testar o modelo no contexto brasileiro, utilizou-se uma amostra de 2.810 firmas de manufatura que realizaram atividades de inovação entre 2009 e 2011 da pesquisa de inovação brasileira PINTEC 2011. Para o contexto europeu, tomou-se uma amostra de 2.745 firmas de manufatura de 14 países (Bulgária, República Checa, Chipre, Espanha, Croácia, Portugal, Hungria, Eslovênia, Noruega, Lituânia, Romênia, Itália, Eslováquia e Estônia) da Pesquisa de Inovação da Comunidade (CIS) 2010, que considerou os anos de 2008 a 2010. No caso do Brasil, uma relação positiva direta entre alianças estratégicas e desempenho de inovação foi detectada. O P e D interno, por outro lado, não influenciou diretamente o desempenho da inovação, no entanto, moderou positivazmente a relação entre alianças estratégicas e inovação, o que é consistente com a teoria da capacidade absortiva. Ao contrário da teoria, o desempenho de inovação teve uma influência negativa no desempenho financeiro futuro. Esta relação negativa pode ter sido causada pelo atraso de dois anos entre as proxies desses dois construtos do modelo, que não permitiu identificar um aumento nas receitas obtidas pelos novos produtos e serviços, mas permitiu capturar o efeito negativo do redirecionamento de recursos do marketing e vendas para atividades de inovação, como P e D interno, e dos custos gerenciais das alianças estratégicas. Para os países europeus, a análise empírica detectou uma relação positiva entre o P e D interno e externo (de alianças estratégicas) e o desempenho de inovação separadamente. Contrariamente às expectativas, não se encontrou uma moderação do P e D interno na relação entre as alianças estratégicas e o desempenho de inovação. Isso provavelmente foi provocado pela baixa capacidade absortiva das firmas nos países europeus estudados em comparação com os países mais inovadores da Europa e mundialmente. O desempenho de inovação não influenciou o desempenho financeiro. Isso pode ter sido causado pela ausência de um intervalo de tempo entre a medida das proxies desses dois construtos, o que não permitiu identificar um aumento nas receitas de novos produtos e serviços, que leva algum tempo para ser percebido. Os resultados de ambos os modelos sugeriram que, se o principal objetivo é uma melhoria imediata nos níveis de desempenho da inovação, as firmas de manufatura devem se concentrar em P e D interno ou externo. No entanto, se o objetivo principal é o longo prazo, começar por fortalecer o P e D interno é mais efetivo para melhorar a capacidade absortiva das firmas e ao mesmo tempo alcançar um desempenho de inovação satisfatório. Esta estratégia permitirá que elas adotem estratégias mais complexas, equilibrando o P e D interno e externo, de forma efetiva no futuro, quando o nível de capacidade absortiva se tornar alto. / [en] The innovation phenomenon and how it contributes to the firms performance is contingent on several variables, such as the firm s characteristics, its strategies, the industry and the environment. Brazil is not recognized as having a friendly environment for innovation, in contrast with most of the European countries, and this issue may be one of the reasons why the country is stuck in its economic development. Considering all mentioned above, this dissertation aims to contribute by exploring the relationships among internal and external R and D, innovation performance and financial performance in the Brazilian and in some European countries manufacturing firms and compare both realities to learn lessons about how Brazilian firms may evolve in their innovation and financial performance. The strategy to achieve this goal was to propose a theoretical model and some hypotheses based on an extensive literature review of the innovation management and strategy fields and test them through structural equation modeling (SEM), using Bayesian estimation. In order to test the model in the Brazilian context, a sample of 2,810 manufacturing firms that conducted innovation activities from 2009 to 2011 of the Brazilian innovation survey PINTEC 2011 was used. For the European context, the sample had 2,745 manufacturing firms of 14 countries (Bulgaria, Czech Republic, Cyprus, Spain, Croatia, Portugal, Hungary, Slovenia, Norway, Lithuania, Romania, Italy, Slovakia and Estonia) of the Community Innovation Survey (CIS) 2010, which considered the years of 2008 to 2010. In the case of Brazil, a positive direct relationship between strategic alliances and innovation performance was detected. Internal R and D, on the other hand, did not influence innovation performance directly, however, it positively moderated the relationship between strategic alliances and innovation, which is consistent with the absorptive capacity theory. Contrary to the theory, innovation performance had a negative influence on the future financial performance. This negative relationship may have been caused by the two-years lag between the proxies of the two constructs of the model, that did not identify an increasing in revenues achieved by the new products and services, but captured the negative effect of the redirection of resources from marketing and sales to innovation activities, such as internal R and D, and of the managerial costs of the strategic alliances. For the selected European countries, the empirical analysis detected a positive relationship between internal and external R and D (from strategic alliances) and innovation performance separately. Contrary to the expectations, it did not find a moderation of internal R and D on the relationship between strategic alliances and innovation performance. This was probably caused by the low absorptive capacity of the firms in the European countries studied compared to the most innovative countries in Europe and in the world. Innovation performance did not influence financial performance. This may have been caused by the absence of a time-lag between the measurement of the proxies of these two constructs, which did not to allow to identify an increasing in revenues from new products and services, that takes some time to be perceived. All the results of both models suggested that, if the main goal is an immediate improvement in the innovation performance levels, manufacturing firms should focus on either internal or external R and D. However, if the main goal is the long-term, beginning to strengthen their internal R and D is effective to improve the firms absorptive capacity while achieving a satisfactory innovation outcome. This strategy will allow them to adopt more complex strategies, balancing internal and external R and D, effectively in the future, when the absorptive capacity level becomes high.

Seit den 90er Jahren ist die Wettbewerbsstruktur im europäischen Eisenbahngüterverkehr starken Veränderungen unterworfen. Die Auflösung staatlicher Monopole sowie die Öffnung nationaler Märkte implizieren einen intensivierten Wettbewerb, bieten jedoch gleichzeitig die Möglichkeit, sich über neuartige Formen der Allianzbildung Wettbewerbsvorteile zu sichern bzw. Eintrittschancen in neue Transportmärkte zu nutzen. Die Einführung wettbewerblicher Marktstrukturen im Eisenbahngüterverkehr betrifft einerseits die Schaffung gleicher Wettbewerbsvoraussetzungen im Verhältnis der Verkehrsträger untereinander (intermodal). Weiterhin steht die Einführung von Wettbewerb zwischen Eisenbahnverkehrsunternehmen im Vordergrund (intramodal). Die vorliegende Arbeit betrachtet Allianzmöglichkeiten entlang beider Dimensionen: im Mittelpunkt stehen Partnerschaften zwischen Eisenbahnverkehrsunternehmen und/oder intermodalen Partnern, die grundsätzlich auf die Gestaltung des intramodalen Wettbewerbs ausgerichtet sind. Aufgrund des Einbezugs intermodaler Partner, der vor dem Hintergrund integrierter Logistikketten immer bedeutsamer wird, gelangt die Perspektive der Beeinflussung des Wettbewerbs der Verkehrsträger untereinander mittels Allianzen ebenfalls in das Blickfeld der Untersuchung. Übergeordnetes Ziel der Arbeit stellt die Analyse des Allianzphänomens und die Systematisierung spezifischer Allianzmodelle im europäischen Eisenbahngüterverkehr vor dem Hintergrund der sich fortlaufend verändernden Marktstruktur und fortgesetzten Deregulierung dieser Branche dar. Das Hauptinteresse gilt der Allianzrelevanz in dieser Branche im allgemeinen und der Verdeutlichung branchenstrukturprägender Allianzmuster im besonderen. Betriebswirtschaftlicher Forschung in diesem Branchenumfeld soll damit ein stärkeres Gewicht beigemessen werden.

本研究以非營利組織策略合作為主題，以策略性思維，嘗試探索較能解釋非營利組織策略合作型式選擇決策之合作內涵特性，且以此發現為基礎，從較具解釋效果之合作內涵特性分析，進一步針對非營利組織策略合作之價值共創與關係管理機制，探索較具策略管理意涵之機制變數，以建構本研究所欲探討之非營利組織策略合作型式選擇模式，以及價值共創與關係管理機制之概念模式，並提出規範性之命題。 　　為此，本研究選擇了具有近百年歷史且經營模式獨特之台灣農會（會員導向之擬公法人商業－互益型非營利組織）作為研究對象，結合非營利組織與營利組織之相關理論及文獻，針對實務現象進行分析。由於所欲探討主題屬特定現象之初期探討，本文採質性多重個案研究設計，針對由三家（含）以上農會所參與組成之聯盟機構蒐集資料，並以聯盟機構或策略合作網絡之主導機構為主體之組織間合作關係為分析單位，進行資料蒐集及探索性研究。 　　首先，歸納文獻與實務現象觀察結果，本研究依非營利組織策略合作「是否共組獨立機構」及「是否採非營利性」兩項選擇決策，將聯盟機構歸納分類成四種策略合作型式：非營利性合營機構、營利性合資機構、非營利性聯盟及營利性聯盟，此項分類方式也作為本研究後續進行個案分析之基礎。 　　由於不同策略合作型式傾向採取不同之組織原理與思考邏輯，本研究認為非營利組織(農會)進行策略合作，若要持續共同創造所欲追求之價值並妥善管理組織間關係，應策略性地選擇較能發揮效能之合作型式，再據以設計其價值共創與關係管理機制。因此，本研究之個案分析分成兩個階段進行，第一階段個案研究主要嘗試從實務個案資料分析歸納較能解釋不同策略合作型式之合作內涵特性變數；第二階段個案研究主要聚焦探討「非營利性聯盟」及「非營利性合營機構」兩種非營利性質之合作型式，並以第一階段有關合作內涵特性變數之發現為基礎，進一步探索兩種合作型式之價值共創與關係管理機制變數。 　　本研究第一階段個案分析歸納發現，如果合作內涵涉及高度業務可切割性及高度關係專用資產投入必要性時，較宜採取共組獨立機構之合作型式；反之，如果合作內涵涉及低度業務可切割性或低度關係專用資產投入必要性時，較宜採取不共組獨立機構之合作型式。另外，如果合作內涵涉及高度投入共同性、低度投入可衡量性、高度產出共同性或低度產出可衡量性時，較宜採取非營利性之合作型式；然而，如果合作內涵涉及低度投入共同性、高度投入可衡量性、低度產出共同性或高度產出可衡量性時，較宜採取營利性之合作型式。 　　至於第二階段有關價值共創機制之個案分析發現，如果合作內涵涉及低度業務可切割性時，非營利性聯盟可以採取幾項價值共創機制：合作夥伴專業分工、合作夥伴選擇、任務小組負責人選派制度、合作夥伴創新能力、外部資源有效分配方式，以及外部專家專業諮詢；相對地，合作內涵涉及高度業務可切割性時，非營利性合營機構可以透過專業團隊經營、董(理)監事選聘制度、領導人甄選制度、創新經營模式、組織設計決策管理與控制分離政策，以及設立外部獨立董(理)監事等機制來營造彼此價值共創之氛圍。 　　如果合作內涵涉及低度關係專用資產投入必要性時，要有效利用合作夥伴既有資源及外部取得資源以共同營造合作網絡之綜效價值，非營利性聯盟可以採取幾項價值共創機制：任務小組負責人選派制度、資源有效利用方式、合作夥伴之資源與技術有效整合，以及合作夥伴網絡關係運用；相對地，合作內涵涉及高度關係專用資產投入必要性時，非營利性合營機構可以採取董(理)監事選聘制度、具體資源運用計畫、合營機構領導人組專業團隊之權力，以及有效專業服務平台等價值共創機制。 　　針對關係管理機制之探討，經個案分析發現，如果合作內涵涉及高度投入共同性時，兩種非營利性質之策略合作型式可以透過可接受之合作規範、建立共同標準、資訊對等溝通，以及能力不足補救措施來提升合作夥伴配合共同投入意願。合作內涵涉及低度投入可衡量性時，可以賦予投入較多之合作機構主導資源利用方向之決策權以維持其投入意願；涉及高度產出共同性時，可以透過共同品質控管、不符標準產出配套處理措施及外部誘因來提升合作夥伴配合共同產出要求之意願；至於涉及低度產出可衡量性時，可以透過目標達成度評核措施、外部專家專業認定及可接受之利益分配方式來協調合作夥伴關係。 　　過去文獻對非營利組織之合作關係，較少以策略性思維進行探討，本研究之發現可延伸應用並補強現有合作相關理論與文獻對非營利組織間合作有關實務現象之解釋，對未來有關非營利組織合作關係之研究，也提供另一個思考方向；加上組織間策略合作也是當前政府輔導農民團體因應台灣加入WTO後之政策加強重點，本研究配合組織思索轉型所需，實務上期能提供農會研擬組織間合作策略及政府推動農民團體輔導政策之參考。 / Strategic cooperation is taken as an alternative resort for solving problems facing non-profit organizations (NPO) which suffer a bottleneck in operations resulting from mounting resource scarcity and external threats. It is especially deemed so for farmers’ associations in Taiwan, which were closely associated with the development of agriculture on the island in the past century and have been seriously affected after Taiwan entered the World Trade Organizations（WTO）in 2002. Given this understanding, we conduct a two-phase study to observe the phenomena by studying farmers’ associations in Taiwan. Research 1 attempts to explore the cooperation characteristics which can most explain the decision on strategic cooperation types chosen by at least 3 farmers’ associations in each network. Research 2, based on the findings of Research 1, attempts to explore the value-co-creating and relation-maintaining mechanisms for such relations. As part of the methodology, we apply an exploratory multiple-case-study design and refer to NPO and PO (for-profit organization) literature for analytical induction. Prior to the case study, we first categorize the NPO strategic cooperation relations into four types: Non-profit joint operations, for-profit joint ventures, non-profit alliances and for-profit alliances. This categorization made in accordance with literature review and observed phenomena serves as a basis for our further research. In Research 1, we examine 5 theoretically sampled cases and find out 2 characteristics variables which can most explain the decision on whether to organize an independent institution, and 4 variables which can most explain the decision on whether to keep the cooperation for non-profit purpose or change it into for-profit relations. According to our findings, if cooperation involves high business separability and high necessity for relation-specific asset input, we suggest a choice for organizing another new independent institution (i.e. non-profit joint operations or for-profit joint ventures). If cooperation involves low business separability and low necessity for relation-specific asset input, we suggest a choice for not organizing an independent institution (i.e. non-profit alliances or for-profit alliances). In terms of the “non-profit or for-profit” decision, if cooperation involves high input commonality, low input measurability, high output commonality and low output measurability, we suggest a non-profit choice (i.e. non-profit joint operations or non-profit alliances). If cooperation involves low input commonality, high input measurability, low output commonality and high output measurability, we suggest a for-profit choice (i.e. for-profit joint ventures or for-profit alliances). For the second research, we focus our study on the two non-profit cooperation types and examine 8 theoretically sampled cases including 5 non-profit alliances and 3 non-profit joint operations. We explore the value-co-creating mechanisms by analyzing case data from the two characteristics variables which can most explain the “organizing an independent institution or not” decision in consideration that the two studied types take different cooperation forms and may apply different mechanisms for co-creating synergetic value in the network. Meanwhile, we explore the relation-maintaining mechanisms from the four characteristics variables which can most explain the “non-profit or for-profit” decision because the two studied types is of non-profit nature and involve high input commonality, low input measurability, high output commonality and low output measurability. It is of strategic significance to heighten partners’ will for continued cooperation in such non-profit relations. Our findings of the value co-creating mechanisms suggest 6 mechanism variables for the non-profit alliances and non-profit joint operations, respectively, depending on their levels of business separability. Analysis from the characteristics of necessity for relation-specific asset input, in similar manner, suggests 4 variables for the two studied types, respectively. In the exploration of relation-maintaining mechanisms, results suggest 4 mechanism variables for the non-profit types if cooperation involves high input commonality, 1 variable for relations involving low input measurability, 3 variables for relations involving high output commonality, and 3 variables for relations involving low output measurability. Although there may be many mechanisms which can help partners to co-create value and maintain relations in their cooperation, this research attempts to explore only the variables which can be of more strategic significance for the two focus types. Following our findings in Research 1 and 2, we provide normative propositions and build a decision-making model for the choice of strategic cooperation types and another integrative conceptual model of the value-co-creating and relation-maintaining mechanisms for non-profit alliances and joint operations. Farmers’ associations, which boast of a history of nearly 100 years in Taiwan, are unique in their business models as compared to other non-profit organizations. On top of that, NPO inter-organizational cooperation relations are seldom examined from strategic perspective. Theoretically speaking, findings of this dissertation can further extend and supplement the explanation and the application of present theories and literature to the phenomena in this regard. Implications and recommendations for managerial practices of inter-organizational cooperation among farmers’ associations are also discussed.

從轟動全球的鴻海與夏普併購案、安謀與英特爾兩個直接競爭者間的晶片架構授權、蘋果與三星纏身多年仍難分難解的設計專利訴訟，再再都顯示智慧財產的重要性，及妥適的規劃與運用企業智財策略管理，能為企業帶來 的競爭優勢與經營彈性，可惜的是相關文獻不僅相當少，既有策略管理文獻，對智慧財產層面之策略管理，又鮮有論述。為期許自己能夠對實務及學術領域皆盡棉薄之力，並推廣相關知識，本研究選擇企業智財策略管理為研究標的，以有無積極採取此面向策略管理之利弊分析為主軸，分別涉及之具體考量為核心，再輔以國際案例說明，以應證智財管理與企業經營整合之趨勢。 　　為完整探討企業智財策略管理，本研究前兩章先思考廣泛認知的策略管理面向，並套用至智慧財產層面，說明智財策略管理為何及其重要性，與企業應將其導入日常經營；於第三章與第四章，倚賴客觀嚴謹之文獻解讀與專家訪談，搭配靈活之商業邏輯分析，試圖拉近古今中外類似策略思維，說明此概念實非前所未聞，毋寧係吾人未善加利用之競爭策略，並由具體事項整理欠缺企業智財策略管理之危機與積極採取企業智財策略管理之國際趨勢，以充分說明欠缺注意之問題與徹底落實之好處，本研究更利用柯達和全錄，說明企業是如何從默默無聞到高度成功，後續又為何日漸衰敗，並以波音與安謀，描述其係如何日益壯大，與善用智財策略管理更上一層，應證前述分析，係實質可期之策略應用；於第五章嘗試歸納、分析與整合相關資料，經過多次思考、討論與修正，提出企業宜進行之內部組織調整及12步驟之企業智財策略管理，給予企業一套有具體步驟的策略指引，嘗試協助企業成就更上一層，維持高度競爭力，並永續經營；透過深入探討企業智財策略管理議題，亦希冀能夠達到拋磚引玉之效，激發更多討論，補充本研究之不足。 / From recent Foxconn-Sharp merger, licensing deal among ARM and Intel, and dogfight be-tween Apple and Samsung; the importance of intellectual property (IP) is self-evident. Enterprises could gain competiveness and flexibility if strategic IP management is carefully planned and applied. Generous IP activities remained, but only a handful of scholarships dedicated to the topic; more likely than not, these papers focused on traditional perspectives, rather than strategic IP management. This research intends to provide an account broadly discuss relevant issues, including, what strategic IP management is, how it should be treated by enterprises, and guidelines of integrating it to business management. Hope the thoughts provided could benefit current practices as well as academics. Chapter I & II described how the research is done, delved into traditional perspectives of strate-gic management, and construed strategic IP management to show the necessities of proper integra-tion for enterprises. Banked on resources and professional insights, Chapter III & IV carefully drew connections between strategic IP management and ancient Chinese wisdoms, and shown threats, benefits, and trends on why enterprise should incorporate strategic IP management into business. Further, it used famous corporations including Eastman Kodak, Xerox, Boeing Company, and ARM Holdings to show how successful businesses have failed due to careless on strategic IP management, in contrast to businesses indeed can benefited from proper integration of such instrument. Chapter V scrutinized materials, and integrated different opinions and perspectives, then provided adjustments to organizations within corporations and formulated a 12-steps strategic IP management intended to provide enterprises a guideline that would lead to further success. Lastly, Chapter VI provided a ret-rospect of the research, and wished to set an example and to stimulate more discussions.

銷售情報一直是行銷研究的一個重心，透過銷售情報之收集，可以掌握與了解消費者對各種不同商品、價格、通路及促銷活動的反應，以協助製造商、批發商及零售商擬定出有效的生產、配銷、商品選擇及販賣等重要決策。而日常消費品產業基本上是以產品的銷售為核心的相關產業之集合體，因此經由多個不同通路上銷售情報之收集與分析，便可使產業中的各廠商掌握更精準可靠的情報，進而使各廠商在經營上同沾其利。由於國內的日常消費品產業仍以中小企業居多，以其有限的資金與人才，往往無法積極掌握商品銷售情報，進行管理資訊系統之維護與更新，也無法即時採用資訊與通訊之新科技，使得其經營效率偏低，並逐漸喪失其競爭力。因此，在不危及業者競爭核心的前提下，如能集合多數業者共享資訊，參考日本流通資訊服務中心（RDS）的作法，推廣情報共享觀念與共存共榮的經營理念，來建立共同銷售情報系統，並以此系統產生一些有用的整體性市場資訊的報告，提供給參與的業者做為其經營管理之參考，勢必對國內日常消費品產業的整體競爭力及經營效率的提昇，有極大的助益。有鑑於此，本研究以了解影響加入共同銷售情報系統的因素為探討的重心，並對共同銷售情報系統的運用情形及運用的成效進行探討與分析，希望藉由此研究，能夠找出加入共同銷售情報系統的誘因與其運作的可能機制，及對其成效進行評估，以做為工研院電通所在推廣共同銷售情報系統時的參考，並提高業者加入共同銷售情報系統的誘因，期能推廣情報共享及促進良性競爭的商業環境。 針對超市、超商及量販店業者進行問卷調查統計資料分析的結果，可歸納出影響業者加入共同銷售情報系統之意願具顯著正相關的因素包括：對同業合作的需求程度、和同業合作共享銷售資訊的意願、即時取得正確交易資訊、業者支持與提供正確資料、提供重要的報表種類數量、多數同業的加入以及相關成本的節省；而影響業者加入共同銷售情報系統之意願具顯著負相關的因素為可投入資訊系統的資金。而由訪談業者之意見可歸納出業者對於共同銷售情報系統的運用及其所重視的效益如下：1、對於共同合作機制之建立的看法方面，受訪業者普遍認為，共同銷售情報系統應由公法人來主導或推動較佳。2、對於策略性資訊系統的建構方面，受訪者普遍已建構類似的系統，主要是以公司內部資料的分析為主，不過可利用共同銷售情報系統產生的整體性資料來做標竿的比較。3、由於上、下游廠商間的互信基礎仍嫌不足，因此快速反應這樣的作法仍有待推廣，以提高供應鏈上多層次的附加價值。4、對於資訊科技的運用方面，受訪業者普遍有利用電子郵件、傳真及銷售時點情報系統來收集或傳遞資訊，同時也建構行銷資料庫來做商品的分析。而由於電子資料交換系統的建置成本太高，且政府有關單位的推廣不足，因此導致業者較少採用此一系統。由於受訪業者目前與共同銷售情報系統正式連接的時間還不夠長，且加入系統的業者也不夠多，因此，對於共同銷售情報系統所產生的效益仍不易用具體的數字來評估，是以本論文的效益評估以受訪業者分別對於財務面、行銷與顧客服務面、企業內部流程面及員工成長面所較重視的項目來衡量的。在財務面：受訪業者普遍較重視流通成本的削減、銷售量的增加、存貨的減少、存貨周轉率的提昇、獲利率的提升及產品市場佔有率的提升等方面；在行銷與顧客服務面：受訪業者普遍較重視服務水準及品質的提昇、缺貨率的下降、保有原有的顧客及提供合理化的價格；在企業內部流程面：受訪業者普遍較重視訂購循環的縮短、引入新的商品、開發出自有商品、能分析消費者的使用型態、能提供最佳產品組合、銷售商情的掌握與運用、能提昇銷售預測精確度、對上游廠商談判力的提昇及同業間合作或競爭關係的改變；在員工成長面：受訪業者普遍較重視員工能學習到最新的電腦作業系統以及分析資料的能力。 第一章 緒論…………………………………………………………..1 第一節 研究背景……………………………………………………………………1 第二節 研究動機……………………………………………………………………2 第三節 研究目的……………………………………………………………………4 第四節 研究範圍……………………………………………………………………4 第五節 研究流程……………………………………………………………………5 第六節 章節架構……………………………………………………………………6 第二章 文獻探討……………………………………………………..7 第一節 共同銷售情報系統…………………………………………………………7 第二節 資訊科技的運用………………………………………………………….32 第三章 研究方法…………………………………………………….61 第一節 研究架構………………………………………………………………..61 第二節 研究假設………………………………………………………………..64 第三節 研究變數操作性定義與衡量…………………………………………..69 第四節 問卷發展………………………………………………………………..77 第四章 資料分析…………………………………………………….80 第一節 回收樣本之基本資料分析……………………………………………….80 第二節 產業特性對加入共同銷售情報系統的意願之相關性分析…………….88 第三節 公司特性對加入共同銷售情報系統的意願之相關性分析…………….89 第四節 管理者特質對加入共同銷售情報系統的意願之相關性分析………….90 第五節 業者對於系統的認知程度對加入系統的意願之相關性分析………….91 第六節 本章總結………………………………………………………………….92 第五章 個案描述與分析…………………………………………….95 第一節 受訪業者基本資料分析…………………………………………………95 第二節 甲超商…………………………………………………………………..97 第三節 乙超市…………………………………………………………………..103 第四節 丙超市…………………………………………………………………..108 第五節 丁物流行銷公司………………………………………………………..113 第六節 工研院電通所…………………………………………………………..120 第七節 本章總結………………………………………………………………..128 第六章 結論與建議…………………………………………………135 第一節 研究結論………………………………………………………………..135 第二節 研究限制………………………………………………………………..139 第三節 後續研究建議…………………………………………………………..140 參考文獻…………………………………………………………….141 附錄一……………………………………………………………….150 附錄二……………………………………………………………….155 附錄三……………………………………………………………….159 / The scope of retailing industry covers foods , clothes , housing , transportation , education , and entertainment , etc.. Since it is closely related to our daily life , the demand of retailing industry will by no means grow when the income of people increases , the life style changes and the standard of living rises. In order to enhance the response to market , the retailers have to take some actions . Internally , evaluation system needs to be established based on observed data , and the operating process has to be standardized and formalized to ensure the service quality. In the marketing segment , retailers should consider both software and hardware to establish the image of the company and reinforce the competency of the company in order to gain more market share in the violent and complicated retailing market. And the most important of all is to monitor the information of sales. Once the information of the sales is monitored , managers can effectively control the levels of inventory , place order in more economic scale and meet the variety of demand. Therefore , it is indispensable to manage the company with computerized process and utilize the sales information system. Since the sales information is one of the focus of the marketing research , managers can fully understand and learn the reaction from consumers in the different products , prices , places and promotions strategies through the collection of sales information. And based on the sales information , producers , wholesalers and retailers can effectively make decisions about production , distribution , merchandise selection and selling. Since there are more and more chain stores of supermarkets , hypermarkets , and convenience stores arised , these modern retailing mode becomes the mainstream in the retailing market. It changes not only the purchasing behavior of the consumers , but also the business strategies and operation models of the producers in the supply chain. The consumer packaged goods industry is basically the conglomerate of the related industries which focus on selling of products. Thus , collecting the sales information through different channels , the firms in consumer packaged goods industry can actually help other firms in their supply chain to get more exact and reliable information , and also improve performance in both. In Taiwan , the domestic consumer packaged goods industry is composed mostly of small and median enterprises (SMEs). Due to limited money and manpower of SMEs , they are limited from aggressively accessing the sales information and maintaining and upgrading of the MIS. They are also incapable of catching the trend of the information technology and communication. And this will make the firms lose their competency . Therefore , if most of the firms of the consumer packaged goods industry would share the sales information without weakening their core competence , the Japanese Retailer Data Service (RDS) could be adapted as a good reference to promote the idea of sharing sales information and establish the common sales information system. The common sales information system will provide useful reports of the overall market information , and to the firms who join in this system as reference points for running their business. This system will also improve the competency and operation efficiency of the whole consumer packaged goods industry. According to the passage thereinbefore , this research tries to find the factors which will affect the firms to join in or not the common sales information system , and further explore and analyze the implementation situation and performance of the common sales information system. Hopefully , this research will be able to find the attractive factors for the firms to join the common sales information system , possible operating mechanism to run the system , and evaluation criteria . The results could also be referenced for the Computer and Communication Research Laboratories (CCL) of ITRI when they promote the common sales information system to attract more firms to join the system in order to promote the idea of sales information sharing and a good business environment for competition. Based on the outcome of the statistical analysis, some factors are strongly related to the willingness of retailers to join the common sales information system. These factors are as follows : the degree of needs to cooperate with counterparts, the will of sharing the sales information with counterparts , real time information acquiring, the firms' supporting and the collected data providing , the important report providing , most counterparts' participating , saving on the related costs. All of the above factors are positively related to the willingness of the firms to join the common sales information system ; But , the budget on investing the information system is negatively related to the willingness of the firms to join the common sales information system. Based on the interviews with the participating firms , the applications and the possible benefits coming from the common sales information system can be summarized as follows : 1. On the viewpoint of establishing the cooperative mechanism , most of the respondents think that the common sales information system should be directed or promoted by the public legal sectors. 2. On the viewpoint of establishing the strategic information system , most of the respondents have built up this system but now mainly use it to analyze the internally produced data which they believed can be compared with the overall market information produced by the common sales information system. 3. Due to lack of mutual trust among the different tiers of supply chain , the concepts and applications of QR/ECR should be continually promoted to provide more added values for the supply chain. 4. From the applications of information technology , most of the respondents gather or transfer information by using e-mail , fax and point of sale（POS）system . They also develop marketing database to analyze the sales. Since the time that the firms joined the common sales information system is not long enough and there are only limited firms joined this system , performance produced by the common sales information system are difficult to be evaluated concretely. So the performance of the system at this stage is only based on the importance perceived by the respondents on the dimensions such as financial performance , marketing and customer service , business internal process , and the growth of staff. On the dimension of financial performance , most of the respondents emphasize more on the reduction of the logistics cost , the increase of the sales , the reduction in the inventory , the increase of the turnover rate , the increase of the profitability and the increase of the market share；on the dimension of marketing and customer service , most of the respondents emphasize more on the improvement of the level of service and quality , the reduction of the shortage rate , keeping the original customers and providing the reasonable price；on the dimension of business internal process , most of the respondents emphasize more on the reduction of the order cycle , introduction of the new products , development of the products with its own brand , the ability to analyze customers' patterns, providing the best mix of the products , monitoring and utilizing the sales information , improving the accuracy of sales forecast , increasing the bargaining power to the suppliers , and the change on the cooperation or competition relationship among the counterparts；on the dimension of staff's growth , most of the respondents emphasize more on that the staff can learn more the latest computer related operation and the ability to analyze the information.

由於國內金融（包括銀行、保險、證券商等）家數過度膨脹，形成惡性競爭，導致金融服務品質低落，而且獲利式微，面對金融市場自由化與國際化之趨勢，政府為改革金融體制，引進金融控股公司制度，使金融機構跨業經營機制更具規模，滿足顧客得一次購足金融商品，促使金融機構朝大型化發展，發揮金融綜效與規模經濟，以提升國際競爭力。 本文主題「論金融控股公司保險子公司之經營策略與內部稽核」，理論與實務並行探討，先論述控股公司之相關法律問題、金融控股公司之立法例。其次以「五力分析術」探討保險子公司經營環境之優劣勢及風險，提出創新之經營策略，並實例引證美國花旗集團異業聯盟之成功經營策略。為確保投資大眾及保戶之權益，同步探討公司治理制度及內部稽核制度之重要性。 本文「結論」：評述政府金融政策之缺失，成立金融控股公司推動金融改革，保險子公司應強化競爭力。「建議」：金融控股公司及各子公司均應加強風險管理，政府並應建置金融監理制度。 關鍵字：保險子公司、金融改革、控股公司、金融控股公司、跨業經營、一次購足商品、金融綜效、規模經濟、五力分析術、異業聯盟、公司治理、內部稽核、風險管理、金融監理 / Due to the over-supply and severe competition among financial institutions (namely banks, insurance companies and security firms), the quality of finance service deteriorates and the profit margin of financial industries decreases. To cope with the global trend of liberalization and internationalization of financial services, the Government has undertaken the reform in the aspect of financial service system and enacted the “Financial Holding Company Act”. Under new current mechanism, a financial conglomerate can sell its products by means of cross selling. Not only it may benefit consumers with a “one-stop shopping”, but also may create a synergy in economies of scale to enhance financial institutions in global competition. The main theme of this thesis focuses on the managerial strategy and internal auditing in an insurance subsidiary under a financial holding company. It addresses in the first place the legal issues related to a holding company and a financial holding company. Then the author adopts five factors approach to analyze the business environment of an insurance subsidiary under a financial holding company. As a successful case for its' strategic alliance,the CitiGroup experience in the United States is also examined. In addition, to protect the interest of investors and policyholders, corporate governance and internal auditing issue is also explored. In the conclusion, it is observed that under the new era of financial conglomeration, an insurance subsidiary still needs to enhance its competition ability. It is suggested that the government should continue to reform the financial regulatory system and to require financial holding companies and their subsidiaries to implement a comprehensive risk management. Keywords: Insurance Subsidiary, Financial Reform, Holding Company, Financial Holding Company, Cross Selling, One-Stop Shopping, Financial Synergy, Economies of Scale, Analysis of Five Factors, Strategic Alliance, Corporate Governance,Internal Auditing, Risk Management, Financial Regulation.