Abstract Prepainted steel is a new material developed after the year of 1960. It owns mainly advantages accompanied with corrosion resistance, long-life using, beautiful color and shape, easy utilization, and also keep the original strength of the steel. All these characteristics make it appropriate to be used on the wall, roof, and decoration of gym or any big construction and buildings. It can also be seen in the field of vehicles, many electrical appliances, computer shells, etc. Prepainted steel is the downstream product of steel enterprises. It comes manly from Galvanized steel coils, and a little portion of it from cold-rolled steel coils. There are now seven production companies in Taiwan at the annual production of 1.17 million tons. According to statistics, the local consumption of last year is 310,000 tons. It is fortunate that Mainland China has a mass need for it during these years. In 2002, Mainland china imported 1.02 million tons, and in 2003, 1.54 million tons. We need huge export to digest our production. My study case is an medium enterprise with the annual production 300,000 tons of prepainted steel, and without the production line of Galvanized steel with which prepainted steel can be done. This study mainly discusses how an enterprise construct its own competitive advantage and strategy through the outside environment analysis and management ability, then make the best choice of stragtegy which is appropriate to its business model before evaluating the strategy efficiency by theory. The first chapter is about its background and motive of the study, and contents and limits of the study are also included. The second chapter, from the theory basis of documents, try to understand the definition and relative meaning of following issues: vertical integration, strategic alliance, resources leveling and value chains¡Ketc. The third chapter of this study is about the marketing supply and demand situation of prepainted steel local and abroad, and it talks about on what kind of location that prepainted steel enterprise stands. This chapter also goes further introducing these important enterprises in Taiwan which earns prepainted steel, and make an analysis on enterprise environment and five forces analysis. The fourth chapter has an introduction of this study case and its cooperators and opponents. Moreover, a SWOT analysis of this study case is offered. Futher, there has a discussion on its strategy on competitive advantage ¡V strategic alliance, resources leveling,, value chains, vertical integration, business field¡Ketc. And a proof on the basic of the strategy and an evaluation on these strategic efficiency are made. At last, there will be a deep thinking on fast-changing environment and future strategies. We hope the ending can be used for the reference of this enterprise.

This thesis is an exploration on the growth and profitability models of Internet enterprises. Via literature review and interview with experts ,we try to answer the following questions: 1.What's the vision of Internet? 2.How Internet enterprises expand and grow? 3.How to earn profits? And how to generate the synergy by connecting them with each other? 4.Are there any ways to maintain continuous growth and profitability? From the general influence diagram of Heijden, we could believe that knowledge management is the basis of growth, value chain is the gravity center of development, and continuous innovation is the driver of growth. However, the main actions to make external growth are strategic alliance and M&A, and they are also the fastest ways to expand the scale of business. Furthermore, our research also finds that there are ten profit models with respect to dot com companies. They are (1)Customer Solutions Profit, (2)Value Chain Position Profit , (3)Time Profit , (4)Specialization Profit, (5)Brand Profit , (6)New Product Profit , (7)Switchboard Profit , (8)Blockbuster Profit, (9)Patronize Profit ,and (10)Returns Sharing Model¡C Every dot com company could select 2 or 3 models to manage her business and make profits. For network ecology being continuously changeable, every company could develop suitable profit models according to her management character. Finally, by analyzing that how SOFTBANK CO., a venture capital, expands her Netbatsu kingdom, we conclude that cooperation between dot com companies is the best way to survive and grow stronger.

Nowadays, IT technology changes rapidly and increasingly .The Global Competition makes the product life short and profit low ,which results in the enterprises competition advantage major relied on Supply Chain Management for Global Logistics Activities. Under the structure of WTO (World Trade Organization), the world is flat; Global Enterprises Operation is deeply related to the SCM (Supply Chain Management). Outsourcing becomes the key way for enterprises operation, which integrates the industries Upper, Middle and Lower stream together, including ¡§Strategic Alliance¡¨ to collaborate with same and different industries to strengthen the competitive ability. The Business Model of Taiwan IT industry is major for OEM/ ODM Manufacturing. To have low cost making, quick response on new product development for time to the market is a must, in which ¡§ IC Distributors¡¨ contribute a lot in IC Components Supplying, Planning, Execution, Management and VMI to make IC Components delivered on time without any shortage to Taiwan-based Customers for OEM/ODM Manufacturing. It is the key Successful Factor to Taiwan IT industry. How to make the enterprises continuous going and make the ¡§Strategic Alliance¡¨ successfully is the cause and objective of the thesis study. It is for researching the applicable ¡§New Business Model¡¨ to adapt it to the Global Enterprise Operational Management. The case study of¡¨ Strategic Alliance and Supply Chain Integration for Taiwan IC Distributor¡¨ is a ¡§New Business Model¡¨, which makes Taiwan IC Distributors globalization efficiently and effectively to provide ¡§System Total Solution¡¨ with ¡§Resource Integration¡¨ supplying activities to assist Taiwan IT manufacturers to get the OEM/ODM Business successfully from the beginning stage of ¡§Design-in¡¨ to the¡¨ Mass Production.¡¨

Cette recherche se propose d'étudier les spécificités de l’intégration des systèmes d’information dans les alliances stratégiques asymétriques. Il s’agit, plus particulièrement, d’analyser l’articulation de la forme organisationnelle de l’alliance avec le choix des partenaires de leur niveau d’intégration informationnelle. Fondé sur une analyse qualitative de dix cas d’alliances entre des entreprises européennes et tunisiennes, le dispositif de recherche adopté a reposé sur cinquante neuf entretiens semi-directifs répartis entre partenaires européens et tunisiens complétés par une analyse documentaire. Il ressort de cette recherche que les alliés doivent définir leur niveau d’intégration informationnelle en cohérence avec la forme organisationnelle retenue, leur degré d’interdépendance ainsi qu'avec la nature de l'intégration organisationnelle convenue. Ce niveau d’intégration est le plus souvent déterminé par le partenaire étranger de l’alliance qui peut amener son partenaire local à mettre en place un nouveau système d’information permettant de l'impliquer davantage dans l’activité développée conjointement sans pour autant avoir nécessairement participé au capital. / This research aims to study the specificities of the integration of information systems in asymmetric strategic alliances. The objective is mainly to understand how the alliance form determines the scope of information system integration. Thus, we adopt a qualitative methodology based on 10 case studies of Euro-Tunisian strategic alliances. 59 semi-structured interviews between Tunisian partners and European partners were conducted to meet our research objective. Our results highlight that the development of interdependencies between the asymmetric alliance partners is likely to reduce gaps and minimize opportunistic behavior. Also, the level of integration of Information Systems varies according to many criteria such as the organizational form of the alliance, the level of interdependence between partners and the type of their organizational integration.

[pt] Esta pesquisa buscou realizar a análise do processo de formação de alianças estratégicas internacionais no mercado de manutenção aeronáutica brasileiro através do estudo de uma aliança formada entre as empresas Comaf Indústria Aeronáutica (Brasil) e Limco Airepair (EUA). A metodologia de pesquisa adotada foi a do estudo de caso com enfoque qualitativo, que permitiu um estudo aprofundado de todo o processo de formação da aliança e de suas características. Como estrutura de estudo, foi adotado o modelo de análise de formação de alianças estratégicas desenvolvido por Bruno e Vasconcelos (1996) e, com base nele, foram analisados os dados pertinentes ao estudo em questão divididos em cinco etapas: definição estratégica, escolha da parceria, negociação/definição do projeto, implementação/execução e encerramento. O estudo apontou que as empresas envolvidas, mesmo que involuntariamente, seguiram bem de perto as etapas elaboradas pelo modelo utilizado e que, consequentemente, obtiveram êxito no processo de formação da parceria e nos momentos iniciais de execução da mesma. Tanto a empresa brasileira quanto a empresa americana foram capazes de atingir seus objetivos estratégicos iniciais através da formação da aliança estratégica. Por último, são feitas conclusões sobre o estudo realizado e apresentadas proposições que podem ser adotadas tanto pelas empresas em estudo, quanto por outras, para que o processo de formação de alianças estratégicas se torne mais eficiente e com maior chance de sucesso. / [en] This research attempted to analyse the formation process of international strategic alliances in the Brazilian aeronautical maintenance market through the study of an alliance formed between the companies Comaf Indústria Aeronáutica (Brazil) and Limco Airepair (USA). The chosen research methodology was that of the case study with a qualitative emphasis, that allowed for an in depth study of the entire alliance formation process as well as of its characteristics. As a structure for the study, the model for analysis of strategic alliance formation processes, developed by Bruno and Vasconcelos (1996) was used and, based on it, all data was analysed divided into five categories: strategic definition, choice of partner, project negotiation/definition, implementation/execution and closing. The study showed that the involved companies, even if involuntarily, followed the model s phases very closely and, consequently, had success in the alliance s formation process and initial periods of execution. Both the Brazilian and the American companies where able to reach their initial strategic objectives through the formation of the strategic alliance. Finally, conclusions are presented about the conducted research and propositions are made that can be adopted both by the studied companies, but also by others, so that the strategic alliance formation process can become more efficient and with a greater chance of success.

Forskningsfrågor: Hur kan traditionella banker etablera strategiska allianser med FinTech-bolag i ett förändrat serviceekosystem? Hur kan traditionella banker med hjälp av coopetition med FinTech-bolag skapa värde till slutanvändare? Syfte: Syftet med denna studie är att undersöka hur svenska banker följer med i den digitala samhällsutvecklingen i och med ett förändrat serviceekosystem genom att etablera strategiska allianser med FinTech-bolag, som kan leda till utveckling av innovativa lösningar. Detta för att möta kundernas förändrade kravbild om bankernas tjänster. Metod: I denna studie användes en kvalitativ forskningsmetod som baseras på banker i Sverige. Kvalitativa data samlades in genom semistrukturerade intervjuer, där den empiriska data analyserades med en tematisk analys med hjälp av utvalda teorierna.  Slutsats: Etablering av strategiska allianser sker genom liknande eller samma värderingar, tillsammans med ett grundbehov och en problembakgrund hos båda aktörerna för att gemensamt kunna ge ett utbyte av värde. Coopetition med FinTech-bolag kommer att skapa värde till slutanvändare genom förmågan att skapa nya lösningar och tjänster som till slut ger värde till slutanvändare. / Research questions: How can traditional banks establish strategic alliances with FinTech-companies within a changed service ecosystem? How can traditional banks coopete with FinTech-companies, to deliver value to the end users? Purpose: The purpose of this thesis is to investigate to what extent Swedish banks establish strategic alliances with FinTech-companies to adapt to the digital societal development driven by a changed service ecosystem. This has a possibility of resulting in a development of innovative solutions which is crucial to meet customers' changing demands for the bank's services. Method: A qualitative research method, based on banks located in Sweden, is used for the thesis. The qualitative data was collected through semi-structured interviews and the empirical data was analysed through a thematic analysis with help from selected theories. Conclusion: The establishment of strategic alliances occurs through similar or equal values, accompanied by a basic need and a problem background that exists within both actors to jointly provide exchange of value. Coopetition with FinTech-companies allows to create value for the end-users through the ability to introduce new solutions and services

This thesis is divided into two distinct chapters. In the first chapter, we apply network representation learning to the field of materials science in order to predict aluminum grain boundaries' properties and locate the most influential atoms and subgraphs within each grain boundary. We create fixed-length representations of the aluminum grain boundaries that successfully capture grain boundary structure and allow us to accurately predict grain boundary energy. We do this through two distinct methods. The first method we use is a graph convolutional neural network, a semi-supervised deep learning algorithm, and the second method is graph2vec, an unsupervised representation learning algorithm. The second chapter presents our dynamic global value chain network, the combination of the dynamic global supply chain network and the dynamic global strategic alliance network. Our global value chain network provides a level of scope and accessibility not found in any other global value chain network, commercial or academic. Through applications of network theory, we discover business applications that would increase the robustness and resilience of the global value chain. We accomplish this through an analysis of the static, dynamic, and community structure of our global value chain network.

香港以自由貿易港口聞名全世界，事實上自飛機普及之後，航空業也成為香港最重要的服務貿易產業。但由於腹地狹小，到八○年代中期前，全港本地向來只有國泰航空壟斷市場。之後帶有濃厚中資色彩的港龍航空成立後，卻又因香港政府的政策限制而只能以中國市場為主，無法跟國泰航空競爭。 二○○三年中國與香港簽署「更緊密經濟合作夥伴關係安排」(CEPA)之後，放寬香港各項服務貿易產業進入中國大陸市場的規定，香港航空業雖能以獨資方式在中國大陸經營，但最主要的國泰航空卻未採用。本文研究目的即為研究CEPA放寬航空業在中國大陸投資限制後，香港航空業選擇與中國航空業組織策略聯盟的動機與過程。其他香港本地或兩岸的航空公司見狀，是否可能跟進，出現更多航空的策略聯盟，與對現今世界的三大航空聯盟的固有版圖下，是否又有另一波新的氣象。 / Hong Kong is well known for the area of free trade economy, the industries of trade in services, aviation industry is the most important representative of industries in Hong Kong. However, only the Cathay Pacific Airlines is registered and based on Hong Kong, supported by the government of HK, which was colonized of U.K, even though the establishment of Dragon Airline in HK in 1985, its business was constrained by government that shift the main market to Mainland China. The research purpose is setting to since Hong Kong has been signed the “ Closer Economic Partnership Arrangement “ with Mainland China in 2003, while Hong Kong was facing the economy downturn during SARS. China government loosened the restrictions in investing law of Aviation industry to foreign investors as only Hong Kong and Macau. The Hong Kong Airlines company, Cathay Pacific Airlines chose the strategy of strategic alliance cooperating with Chinese Airlines companies, the continuing influences to other Hong Kong, Chinese and Taiwanese Airlines whether they would like to adapt the same theory consisting strategic alliance each other.

在國內文化創意產業蓬勃發展之際，因外在環境的景氣不佳，讓不少廣告客戶緊縮預算，加上外商的廣告集團逐漸將市場經營重心移至中國，台灣廣告代理業似乎走到了谷底。然而，新創T公司不同於上述消極態度，認為應該改變規則，主動形塑新局面，因為外在環境愈是艱困，愈能突顯自我的存在價值，而且本土廣告業者具有機動性高與應變能力強的優勢，反而會比外商廣告集團多了自由揮灑的舞台空間，更有機會來取得廣告客戶的青睞。 本研究採用質性研究法，選擇T公司個案來呈現，因這家新創公司的經營思維與特色，在國內的廣告代理業可謂是首見，本研究的目的是對比、分析T公司與傳統廣告代理商的商業模式，進而找出兩者之間的差異處，主要是依據兩位學者Osterwalder and Pigneur (2010)所提出的商業模式圖(Business model canvas)作為研究模型。 研究結果發現，雖然T公司有著資金和技術能力等限制變數，但為了貢獻公司本身的更大價值，藉由改變服務的顧客群，來跳脫它與傳統廣告代理商間「非贏即輸」的零合競爭局勢，進而創造出互利多贏的協同合作商機，T公司選擇做與競爭者不同的事，運用策略聯盟方式，來連結廣告及行銷公司，對內採用資源整合與業務整合來傳遞行銷服務的優勢，對外組成最適化的夥伴團隊，分進合擊來開發廣告客戶的新生意。 多數的台灣廣告代理商，已面臨廣告本業的成長力道不足以因應數位洪流來臨的速度與壓力，本研究相信經營管理階層可透過商業模式創新來尋求再度演進，亦即廣告代理商需跳脫原來的核心領域與舒適圈，懂得對應數位化所引發的領導、策略、組織及人才等各方面問題，繼而創造出比廣告核心更核心的東西；本研究建議傳統廣告業者須要積極轉型、全面革新，以適應截然不同的數位思維，建立跨領域的團隊，開創出具有成長利基的新商業機會。 / Although cultural creativity industry in Taiwan is blooming, many potential advertising clients in various fields have tightened their budgets due to the economical adversity. In addition, foreign advertising communication groups have gradually shifted their marketing management focus to Mainland China, advertising agencies seem to have a serious slump. However, different from other pessimistic advertising communication groups, Agency T, a newly established advertising firm, has a more aggressive approach. Agency T believes that the slower the economy is, the more value of an advertising agency can be shown. The advantages of higher flexibility and quicker mobility than foreign agencies would have better chances to impress their potential clients more. Agency T was selected as the case study for its innovative business management philosophy and uniqueness in its industry. In this research, a business model was developed based on Business Model Canvas proposed by Osterwalder and Pigneur (2010); a qualitative analysis method was used to compare and analyze the difference between the business models of Agency T and other conventional advertising agencies. The research result has shown that although Agency T had limited resources and technical ability, by providing service to a different clientele group to create a “multi-win” cooperative business opportunity with its rivalry instead of joining “winner takes all” biddings against other conventional advertising companies, it generated a greater profit. Not only by consolidating resources and sales to deliver a message of its marketing service advantages to its clients, it also strategically allied with advertising and marketing firms to form a tailor-made team to develop new business. Most local Taiwanese advertising agencies have been facing the pressure of the growth recession in advertising demand and speed of digitalization. This research has proved that the management level executives can create new business opportunities by developing another innovative business models. In other words, advertising firms must jump out of their core field and comfort zone in addition to solving problems involving leadership, strategies, organizations and talents triggered by digitalization. This way, a core field that is “more core” than the advertising field will be developed. This research suggested conventional advertising firms ought to transform, revolutionize to adapt digitalization and to establish interdisciplinary teams to generate profitable business prospects.

A terminologia contrato aliança encerra os contratos que, por meio de um detalhado esquema de alianças estratégicas, realizam um complexo de atividades econômicas, com regramentos próprios de gestão e divisão de lucros. Por sua singularidade, especialidade ou mesmo complexidade, não é regulado completamente pelas normas vigentes. As atividades empresariais de grande porte, numa sociedade plúrima como o século XXI, tendem a se regular cada vez mais por esta forma contratual, formando alianças estratégicas para desenvolver suas atividades em que os parâmetros pré-definidos pelo legislador não são suficientes para abarcar toda a evolução negocial e a estrutura jurídica é informada pelas demais áreas do conhecimento, como engenharia, economia e administração. Por estes motivos, o inadimplemento do contrato de aliança deve ser analisado com cuidado, uma vez que o resultado final de sua base negocial não pode ser entendido como a unidade de cumprimento de apenas algumas das obrigações envolvidas, mas como um todo sistematizado. / The terminology Project Alliancing comprehends the agreements that, through a detailed scheme of strategic alliances, carry out several economic activities, with regulations of management and profit sharing. Due to its uniqueness, expertise or even complexity, it is not entirely regulated by the current regulations. The major business activities, in a versatile society as the XXI century, tend to be increasingly regulated by this contractual form, creating strategical alliances to develop its activities in which the parameters previously defined by the legislator are not sufficient to cover the whole negotiation progress, and the legal structure is informed by the other knowledge areas, such as engineering, economics and administration. On these grounds, the default of the alliance contract must be carefully analyzed, since the final result of its negotiating basis cannot be understood as the compliance unit for just a few obligations, but as a systematized whole.