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.

自貿易自由化及全球化以來,先進國家的教育「市場化」已成趨勢。此時教 育產業中的消費者-學生與其家長可依據其意願和偏好在眾多教育機構中來做 選擇,教育市場勢必逐漸走向「消費者」主導的競爭機制。近年來,全球少子化 議題延燒,台灣更在 2012 年創下全球最低生育率,其中幼托產業首當其衝。不 僅在幼兒就讀人數的逐年下降外,幼兒園的核心資源-幼教師亦因不斷增設的公 立幼兒園,嚴重的流失。 本研究即以幼兒園為研究主題,屬質性之個案研究,以個案公司-A 公司為 研究對象,並選擇同一教學法及規模相近之標竿公司作為比較基準,探討與個案 主體公司之經營現狀比較,並運用策略行銷 4C 模型中四項消費者心中產生之成 本-外顯單位效益成本、資訊蒐集成本、道德危機成本、專屬陷入成本作為架構, 進一步探討兩公司之現行策略中,與消費者心中主觀成本間所產生的落差,並依 據分析結果提出針對 A 公司未來發展策略之建議。 研究中發現私立幼兒園在營運模式上,應著重在服務模式及教學專業的精進, 以提升消費者心中的價值,得以降低其外顯單位效益成本(C1),並對消費者及內 部員工皆維持一致的產品定位,以降低資訊搜集成本(C2)及道德危機成本(C3); 最後因長期耕耘的品牌價值,與消費者建立起專屬資產,得以成為消費者最後的 選擇。最後,需同時洞察市場變化及風險,即時掌握學前教育政策,靈活彈性的 調整企業自身的狀態,達到永續經營的長程目標。 / Since trade liberalization and globalization, the marketization of education in advanced countries has become a trend. At this point in the education industry, consumers - the students and their parents can choose educational institutions in accordance with their wishes and preferences. Therefore, the education market is gradually moving toward the consumers-leading competition. In recent years, as the world's dramatically birthrate declining and continuing as a hot issue, Taiwan even reached a new record of world’s lowest fertility rate in 2012, which directly impacted private child-care industry. Not only declining number of children enrolled, but also increased turnover rate of the teachers due to new-established public preschools and day-care centers. The theme of this research aims at preschool industry, using the qualitative study on A company and choose a same approach and size as the benchmark company to discuss A company current operation situation. Besides, applying strategy marketing 4C model –Cost of External Unit Effectiveness(C1), Cost of Searching(C2), Cost of Moral Hazard(C3) and Cost of Engagement(C4), to further investigate the gap between corporate strategies and the consumers’ insight needs. Then propose suggestions of future development strategy to A company based on the analysis results. The study found that the business model of preschool should focus on client service systems and sophisticated teaching development in order to enhance the value of consumer insights, and to significantly reduce the external unit tcost-effectiveness (C1). In additions, given the consistent brand positioning to both consumers and internal teachers could effectively reduce the cost of searching (C2) and the moral cost (C3). In the end, as a result of a long-term cultivation of brand value to establish exclusive assets to clients, it spontaneously becomes the customer first choice with high royalty. Moreover, it is also suggested that people should keep high awareness to industrial changes and challenges, and timely review the government regulations to ensure sustainability of the company.

企業的採購活動必須考慮產業及市場的因素，並以企業的策略目標作為指導原則，尋找最佳的供應商與產品或服務。多屬性決策分析技術是企業常用於選擇最佳方案的工具，尤其是SMART簡易多屬性評等技術是最早發展也最常被應用的量化分析工具。但是多屬性的決策分析工具皆是以傳統數學模型發展出來的量化分析工具，對於半結構或多元性的方案選擇，缺乏具有系統性且客觀的評估屬性建立方法，並且欠缺值化屬性的權重設定依據。 策略行銷分析4C理論的四項成本變數，可以作為SMART簡易多屬性評等技術的根本目標，並且可以各項成本變數的因子作為建立評估屬性的根據；4C理論同時也提供了影響各項成本的因素，可以作為權重設定的參考。 本研究嘗試結合策略行銷分析4C理論與SMART簡易多屬性評等技術，以建立4C-SMART企業採購決策分析模型。並且透過兩個簡單但實際的案例演練，以4C-SMART模型產生量化的數據結果，作為採購決策者的分析依據，來推導並且證實4C-SMART應用於企業採購實務的可能性。 / The factors of industry and market are usually taken into account in corporate purchasing activities. Purchasing tends to find the best suppliers as well as best products and services under the guidelines of corporate strategic objectives. Multiple Attribute Decision Analysis, MADA, is the most common tool to select the best solution among options. Simple Multi-Attribute Ranking Technique, SMART, is the earliest developed quantitative tool of MADA and has been widely adopted by corporate purchasing. However, MADA tools are constructed on the basis of traditional mathematic models. When coping with semi-structural and diversified options, the MADA tools lack of systematic and objective methods of constructing attributes and do not provide criteria for setting weights against qualitative attributes. The four cost variables in Strategic Marketing Analysis, also known as 4C theory, can be used for setting the fundamental objectives of SMART model. 4C theory also provides factors under the four cost variables as criteria for setting attributes. The factors which influence the variation of the four costs can be adopted as criteria for setting weights. This research tried to integrate 4C theory and SMART technique to create a 4C-SMART purchasing analysis model. Through the practices of two simple but practical cases, the model helped to generate quantitative results as evidences for purchasing decision maker’s analysis and deduced the possibility of applying the model in practical corporate purchasing.

FMCG快速移動消費性產品泛指商品使用週期較短、產品消費速度較快、消費者需要不斷重複購買的產品，由於消費者對此種產品的涉入程度低、認知品牌間產品特性差異不大，為了提高市佔率，企業常會以品牌價值創造做為行銷要點，因此，本研究主要依據邱志聖教授所提出的「4C策略行銷分析架構」，就FMCG買方面對品牌廠商所投入的行銷組合的價值評估，與賣方在交易過程獲得品牌權益累積的作法，以雙方所投入的四種成本：外顯單位效益成本 (C1)、資訊搜尋成本(C2)、道德危機成本(C3) 以及專屬陷入成本(C4) ，找出品牌發展與建構的成功關鍵因素。 採用居家領導品牌案例並針對產品生命週期的產品導入期、成長期等品牌建構、發展時期進行成功因素分析，發現： 1.就產品導入、品牌建構期： 品牌建構的基礎是商品，品牌廠商必須確保消費者獲得與品牌承諾一致的C1商品品質與效益，產品的開發策略也必須聚焦於產品本身的關鍵技術或者利基開發滿足各種消費者需求，且能不斷提升與累積其使用產品總效益的產品組合延伸，再透過有效的C2投資，建議採用中央路徑直接溝通品牌的商品獨特利益，並採用整合性的行銷傳播媒體傳遞一致的商品訊息與品牌形象，建立一致清楚的品牌內涵並系統性的累積品牌資產。品牌建構的過程必須在商品上市前即對於可能的C3成本建立有效的管控做法與危機處理機制，而持續透過與買者C1效益連結為品牌商品的專屬資產，透過C2活動建立的品牌印象累積品牌專屬資產C4，建立品牌忠誠。 2.就產品成長、品牌發展期： 維持品牌商品的穩定產品品質與運用關鍵技術進入新區隔市場或者產品線延伸都是持續降低消費者外顯單位效益成本C1的有效做法，再透過活用不同的溝通通路與新興科技整合傳遞一致的定位與商品、品牌訊息，降低消費者C2並持續累積品牌C1效益訊息傳遞進而建立品牌的專屬資產C4。品牌發展階段C3的管理控制作業甚或危機處理致關重要，所提及穩定的C1產品品質、透過C2建立C4品牌信任感、面對品牌競爭的C2回應操作都是控制或降低道德危機成本C3的關鍵因素。自品牌建構期到發展期必須定義清楚與系統性的累積消費者對於該品牌的技術方案產品效益、品牌印象偏好等品牌的專屬陷入成本C4，持續的追蹤與運用C4創造更深厚的品牌資產，產生態度與行為的忠誠，促使品牌永續的發展。

The Motor Industry Development Programme (MIDP) was implemented on 1 September 1995 in the context of the country's political and economic liberalisation and the major structural shift in government policy and the trade regime. In an intensely competitive global environment, the strategies of a few dominant motor vehicle manufacturers, mainly operating from the Triad regions of North America, Europe and Japan, impact significantly on the developments of the global automotive industry. Over the past decade the small, highly protected and inwardly focused South African automotive industry has become fully integrated in the global strategies of foreign parent companies. As South Africa's leading manufacturing sector, the automotive sector is contributing significantly to the country's economy in terms of exports, investment, employment and the gross domestic product. The objective of the study was to establish and measure the relevance and value of the MIDP as a promotional tool in the global automotive environment by capturing the responses and perceptions of direct automotive industry exporters and stakeholders for * the South African automotive industry in general, and * the companies forming part of the empirical survey. To satisfy the objectives of the study, the research methodology incorporated an extensive primary and secondary research phase (qualitative and quantitative). A structured empirical survey was used to collect the primary data. The survey data were captured and processed by the Bureau for Market Research (BMR), Unisa. The main findings of the study are that: * The promotional relevance and value of the MIDP as a promotional tool is embedded in the programme's ability to trigger interest in the South African automotive industry, to generate business and to attract investments. * The MIDP is successful in contributing to the automotive sector's international competitiveness and is therefore a very important promotional tool for convincing foreign parent companies to consider South Africa as an investment destination. * The South African automotive industry would not be able to cope with global competition without the MIDP. * Different factors impact on the business operations of the South African automotive industry in general and the specific company in particular and the factors are viewed differently by the selected groups based on their demographic details. The process of trade liberalisation is forcing many South African companies to encounter both intensified competition and new forms of competition. The South African government's target of a 6 percent economic growth rate by 2010 will largely depend on the ongoing successes achieved in priority sectors such as the domestic automotive sector. / Business Management / M. Comm. (Business Management)

This diploma thesis is focused on the analysis of marketing strategies. The aim of the thesis was to analyse and evaluate the current marketing strategies in the company Spojené kartáčovny, PLC, and, on the basis of this analysis, to put forward possible changes of the current state. The theoretical part has been made on the basis of the information gained from the scientific literature dealing with marketing, marketing mix, strategic marketing and systemization of the particular marketing strategies. In the practical part, there is summarised basic information about the company such as the history, development of the logo, structure of the employees or the organizational structure etc. The introductory part is followed by the analyses themselves, the suggestion of the possible changes and the project study on the e-shop and web pages. These analyses include the analysis of the marketing mix, Porter?s analysis of five driving forces, SWOT analysis and creation of the business model.

網際網路的發達，促成環境快速的變遷，單一化的企業經營型態，已無法在變動快速的商業生態圈中永續生存，而各國為了振新國內產業發展，與提升經濟水準，推出國家發展經濟政策，而在過去以代工為主的亞洲國家，為求轉型發展，文化創意產業，皆為亞洲各國近十多年來不可或缺的國家發展政策之一，以台灣為例，在2002年行政院即提出《挑戰2008：國家發展重點計畫》，「文化創意產業發展計畫」則為其發展計畫之一，台灣文化創意產業發展至今，文化創意結合青年創業，不斷出現更加創新的商業模式，與文創產業聚落和文創園區。 本研究以F公司為研究主題，F公司以活化空間改造，不動產租賃起家，但公司定位不以房東自居，以打造資源多樣性的平台為目的，提供微型創業者合適空間可發揮其才能。初階段平台打造過程中，F公司累積足夠各面向文化創意資源，進而成功轉型，以空間改造為核心，並發展文創聚落規劃設計與經營輔導，給予台灣更多老舊的建築，賦予新生命，在地創生，製造就業機會，吸引青年返鄉，扶植社會企業，讓人與人之間的美好，透過空間活化與街區的重新改造，而更加拉近關係，實現公司成立的主要訴求「創造幸福的小氛圍」。 本研究依個案研究法，深入訪談了解F公司創業初期至現今業務轉型的歷程，探討其經營困難因素與解決之道，本研究以商業模式圖分析其獲利模式，並以邱志聖(2014)策略行銷分析架構來探討其成效，其四種成本分別為：外顯單位效益成本、資訊搜尋成本、道德危機成本、專屬陷入成本。 研究發現F公司在現階段的業務主軸重心轉變為專案式業務，基石來自於初期的成功聚落典範標竿與將初期的目標客群文創業者，整合為關鍵合作夥伴，累積文創資源，形成資源庫，讓F公司有足夠實力可勝任各式在地化的專案街區活化或社區營造規劃業務。 研究結果認為，F公司在對應客戶的四個成本都具有相當大的優勢，以4C角度歸納出關鍵成功因素，並建議增加自媒體與年度節慶活動慶典持續舉辦的行銷宣傳，提高直接消費者粉絲數量，為微型創業者增加效益，更加降低承租人的C1，並且也將文創訊息與活動主動散播給更多一般直接消費者，而降低一般消費者的C2。 / In the past, the economic growth of Taiwan counts on exportation and OEM business, but this world is changing too fast when the internet comes into everyone’s life. The business model is also changing rapidly, too. Last 15 years, Most of Asia countries want to improve and invest culture and creative industry. In 2002 the Taiwan government decided to reform the system to promote and develop the cultural and creative industry. The development of "cultural and creative industry" was considered as one of the important tasks of Taiwan’s Challenge 2008 Six-Year National Development Plan established by Executive Yuan. And now, we can see many different types of business models in culture and creative industry in Taiwan. The Culture Creative Industry Park and Culture Creative Cluster with micro yang entrepreneurs are good examples. This study mainly focuses on the F company in culture and creative industry in Taichung. F company started up from refurbishing unused space and rent it to micro entrepreneurs. F company creates not only spaces but also a happy and creative platform where each entrepreneur can share the resource and ideas. It is exactly the mission F company wants to achieve. In this case study, F company is analyzed by "Business Model Canvas" and "Strategic Marketing 4C Analysis". It concludes F company have great 4C advantage for their clients. This study also suggests F company may consider expanding their "We-Media" and running regularly anniversary campaign to approach more potential clients and also enhance current client’s satisfaction and royalty. Therefore, C1 will be lower for the clients and C2 also will be lower for end-customers.

虛實整合商業模式及O2O模式等概念在市場上的應用不斷崛起，許多業者紛紛投入電商平台之經營，然在越來越多企業朝電子商務發展的同時，線上消費平台卻傳出一道警訊。目前，全球零售市場的規模在2016年約為22兆美元，其中，電商的份額僅佔了8.7%；即使到了2020年，7成以上市場份額仍由實體通路所把持，此現象催生了「全通路」時代的來臨。 許多人誤以為實體與網路是完全獨立的兩個世界，且兩個世界互相是此消彼長的，但其實不然。目前，實體店面與純電子商務單一的銷售模式已逐漸被打破且面臨僵固不前的窘境，而唯有打造全通路，落實虛實整合並打破通路間的界線，將兩邊的危機化為轉機才是突破現況的新解方。 「新零售革命」正在零售業者間展開，究竟如何同時經營實體店面與網路商店，並進行有效的虛實整合，對於純實體商店或純網路銷售商都是一大挑戰。而過去O2O模式相關文獻多聚焦於經營模式、商業策略上的改變，但在實務上如何實際應用以落實虛實整合仍未有所見。因此，本文將探討企業如何透過新興科技的導入來協助完善O2O模式之整合應用，並探究其行銷策略規劃以創造全通路之經營。 本文藉由瞭解所選擇之該產業極具代表性的實際企業個案騰訊以及燦坤，透過二者經營策略上的創新做法，來檢視其二運用Beacon技術於各市場階段的行銷策略決策，進而剖析管理者在運用物聯網產品於經營模式之思維，深入探究其對於虛實整合問題的見解與作法。 / Since The upgrading integration of Click and Mortar Business and O2O model, more and more companies tried to entry the online business. However, as an increasing number of enterprises got into the e-commerce, there came up a warning. The scale of the global retail market in 2016 was about 22 trillion US dollars, but the market shares of e-commerce only got 8.7%. Even by 2020, more than 70% of the market share will still hold by the physical channel, and this phenomenon let the “Omni-channel Retailing” idea showed up. Many people had mistaken the related worlds between the virtual and physical as completely independent. Actually, the only one side business model of physical store or e-commerce has been gradually broken, and the only way to create the new path is developing the omni-channel retailing method. To fully implement the click and mortar business model and break out the boundaries between the path, it’s the best cure for breakthrough the current situation. The "new retail revolution" is being launched between retailers, but how to operate the physical stores and the online stores simultaneously, it’s a big challenge for pure physical stores or online stores managers. Since past O2O model literatures were focus on the change of business model and business strategies, we haven’t seen the practical application to implement the click and mortar business method. Therefore, this paper will explore how enterprises improved the O2O model by importing new techs, and discovered its management of omni-channel retailing with marketing strategy. At last, by studying the innovative business strategy and the decision-making in each products stage of these two businesses Tencent and TSANN KUEN which selected in the industries. This paper will explore the thinking of the managers by using IOT products in their business model, and understand the insights of the click and mortar business model.

The subject for the Diploma Thesis is Marketing Plan for a company whose core business is development and sell of the Information software for veterinarian. The framework is focused on strategic marketing management and preparation of Marketing plan in theoretical way. Practical part consists of the marketing plan for the company.

隨著科技不斷地進步與網際網路的日益普及，消費者手中的智慧型手機似乎早已不限用於傳統的通話功能。作者在十幾年前就曾幻想過，如果將來出門在外身上可以只攜帶一支手機，那該有多好。沒想到當初天真爛漫的想像，轉眼幾年後便已幾乎實現。隨著相機、手電筒、地圖、筆記本、隨身聽……等等逐一被我們放進智慧型手機裡，手機已經不再只是手機。而近年來大眾開始把「錢」放進手機，許多企業也紛紛推出「結合手機與錢」這種概念的各式產品與服務。當供給端與需求端都已出現時，行動支付產業就此產生。 行動支付有許多應用與模式，本研究主要針對兩個以即時通訊應用程式為初始業務的案例―微信以及LINE進行探討。兩家案例公司都是在原有業務成長至一定規模後，開始發展新興行動支付業務，分別為：微信發展微信支付，LINE發展LINE Pay。本研究不僅透過資料瞭解這兩個案例之發展歷程、營運模式以及現況；同時藉由策略行銷4C理論架構，逐步分析這兩個案例是如何各自處理交換關係中的四個成本。 研究結果發現，歷經了差不多的光陰，兩個案例所呈現出的現況卻是天壤之別。儘管兩者因為政治環境、市場規模，以及所面對之消費者習慣上的差異，導致經營成效有所落差。不過排除這些先天因素，微信支付相較於LINE Pay，確實於各階段將4C策略執行地更加完善，並因此推動4C良性循環。LINE Pay本身對於4C架構仍有許多進步空間，本研究最終建議LINE Pay可以參考微信支付部分作法，並針對台灣市場適度調整，期許LINE Pay能順利啟動4C良性循環，為自己創造長期競爭優勢。 / With the advances of technology and the popularization of the internet, nowadays smartphones can perform several functions besides communication (e.g., camera, flashlight, map, notebook, Walkman). Moreover, people begin “putting” the money on their smartphones in recent years. Many corporations have also launched new products or services featuring the combination of mobile phone and money. As the growth of both supply and demand in the market, the mobile payment industry has gradually formed. There are many kinds of application and models in the mobile payment industry. This thesis concentrates the attention on two instant messaging companies―WeChat and LINE. Both companies began expanding mobile payment business―WeChat Pay and LINE Pay―after their original business grew mature. This thesis not only reviews the development history and business models of two companies, but also uses the 4C analysis framework to analyze how they dealt with the four transaction costs. The study shows that the operating results of WeChat Pay and LINE Pay are very different. There is still room for LINE Pay to grow. Although WeChat Pay and LINE Pay face quite distinct political environment, market size, and consumers, the thesis suggests that LINE pay can refer to the strategies and methods of WeChat Pay, and make some adjustments so as to successfully create the positive 4C cycle and long-term competitive advantage.