As more and more crimes about credit card appears, and every country¡¦s government pursues the improvement of efficiency, the smart card system has greater and greater market potential. The international credit card organizations forecasts 5 million million dollar-market of smart card relative systems. The IC Card System has been introduced to Taiwan since 20 years ago, but the government has never tried hard to make it popular. Facing the great potential market now, how do Taiwan¡¦s firms of IC Card Industry enter international markets and get competitive advantage? This is just the topic of this thesis. In recent years, the economy of main countries in world is in recession, and the United States is threatened seriously the terrorism. All the small countries whose economy depends on these dominant ones, such as the Asian four-dragons, are affected. Fortunately, Mainland China who has cheap human resource and enormously large market, takes an innovating open-door policy in recent years, bringing a new hope to the world¡¦s economy. With the trend of globalization and internationalization, and the change of the condition between the Taiwan Strait, what kind of competitive strategies should the firms of Taiwan¡¦s IC Card Industry take to get competitive advantage in national market for survival in future, is just our issue. First of all, we analyze the world¡¦s economy, the IT industry in Taiwan, and the IC Card Industry in Taiwan; then we use Porter¡¦s Diamond Model to find out Taiwan¡¦s national competitive advantage as below: 1. Taiwan has high quality human resource capable of design and complex process work. 2. Taiwan¡¦s enterprises have the advantage of flexibility and mobility. 3. Taiwan has the advantage of expanding business toward Mainland China. Secondly, we develop several strategies for Taiwan¡¦s IC Card Industry by Ansoff¡¦s and Porter¡¦s theories as follow: 1.Moving manufacturing center to the Mainland China; 2.Targeting the Mainland China as Main Market; 3.Taking good use of the advantage of second generation IC Card System. Finally, we do case study of Vstar Electronics Inc., the No.1 firm of Taiwan¡¦s IC Card Industry, to know the practical strategy and compare with theoretical ones. As one member of Taiwan¡¦s IC Card Industry, we hope to do something for the industry, by this study and some suggestion for the government.

In the 21 Centuries after Y2K millennium bug scare, the Internet industry hottest issue is Dot-com bubble. Dot-com Company is based on Internet platform for all kind business transaction like developing, marketing, selling and service providing. During the rapidly new technology and truncated productivity cycle, the Internet business is much differ from traditional businesses, it must confront a market with fluctuation and uncertainty in every aspect. An Internet company that will survive and thrive must extremely organize their company very well for turn into Internet plays. This research is based on the reports and documents that had been announced, study the theories and method of the environment, strategy, structure, then acquire a perfect solution. Proceeding research with the physical company as an individual case, and identify the possibility of the structure established, finally conclude the study and provide a solution to any company that is in the same field. After the solid study, this research comes out following conclusions: 1.While organizing a business enterprise¡¦s structure, it must consider environment and strategy simultaneously. 2.The development of the business enterprise, certainly affected by environment but when the environments impact the business, business must adjust the structure to respond to the environments quickly. 3.No matter what kind of structure that business enterprise used,organizational design should be flexible and responsive. 4.Strategy and structure are the most import to a business enterprise, a business enterprise is hardly to resist or change the environments, but it can adjust itself to be following the trend.

ABSTRACT Institute of Human Resource Management National Sun Yat-Sen University Title of the thesis: The Research on Implementing Performance Management System Based on Balanced Scorecard ¡V Using the Taiwanese Branch of a Multinational Foods Company as an Example Name: Yuh-Chin Lee Advisor: Chin-Kang Jen, Ph.D. Graduate date: July, 2002 Degree conferred: Master Considering there is only few company implementing Balanced Scorecard in Taiwan, or even if there are some companies already implementing it, they are seldom effectively linked with performance management or other systems. This research is using the Taiwanese Branch of a multinational foods company as an example, and is based on the principle of the single case study method. The topics of this thesis are as follows: 1. To study the individual company¡¦s performance management system to understand the actual operation of Balanced Scorecard in the enterprise, thereafter provides the company¡¦s experience to those who will use Balanced Scorecard in the future by introducing step by step of the individual company¡¦s implementing process. 2. To point out, through the analyzes of an individual company¡¦s system and the studies of related documents, problems that individual company might encounter during the implementation of the system, and find out improving methods. 3. To provide suggestions for improvements to the individual company. Based on the findings of this research, the following conclusions are reached: 1. Because the individual company follows Balanced Scorecard¡¦s concept to implement its performance management system, thus the system can runs smoothly and gets good results. The process starts with the confirmation and integration of the company vision, mission, and core values, which will help the company to build up its conscientious. The second step is to set up company strategy align with company vision, mission and core values, and use Balanced Scorecard to convert this strategy into the company goal, then develop its action plans. The third step consists in monitoring performance results and doing necessary revisions to ensure the achievement of the goal. In the end it is necessary to link the performance results with the reward, employee development and promotion plan. 2. The problems that individual company encountered during the system implementation are as follows: 1) In the area of system design Because the individual company directly adopted its mother company¡¦s strategy, and did not draw out its own strategy map, it is highly possible that in the future, if the environment dramatically changes, the company will need to revise its strategy to adapt to the changes and might fail to link the performance management system with the strategy properly. 2) In the area of processing a. Lack of complete information supporting system. b. Employees¡¦ expectation of a gap between performance results and performance bonus payments. c. Increasing imbalance between employee¡¦s work and family life. 3. Suggestions to the individual company are as follows: 1) Build up an individual company's strategy map, and link the performance management system tightly with the strategy. 2) Set up an information supporting system based on Balanced Scorecard. 3) Disclose the linkage between performance results and performance bonus payments at the beginning of the performance cycle. 4) Simplify the work process, and create a balanced working environment.

Abstract Due to the implementation of shortening working-hour, a lot of enterprises chose to respond to the coming of the ¡§84 working-hour policy¡¨ by reducing salary and freezing personnel matters. Since the medical treatment industry different from other industries considering the fact that the medical treatment industry is a non-profitable institute and also a manpower and cost-intensive industry. This research aims to learn, as far as the shortening working-hour is concerned, whether or not exercising manpower for the medical treatment industry is more difficult than that in other industries. The cognition and viewpoints of the medical treatment industry towards shortening working-hour, and what types of working-hour strategies, educational training strategies, operation cost strategies, and management strategies, should be applied in terms of hospital management. This research aims to study the understanding of the medical treatment industry concerning the shortening of working-hour and their corresponding strategies. 540 copies of questionnaire were dispensed and 133 copies were collected and analyzed through SPSS. The followings are the findings of this research: 1. The understanding of hospitals on shortening working-hour: On the one hand, 56.4% agreed with the implementation of shortening working-hour policy because it helps to moderate the unemployment. On the other hand, over 50% disagreed with the above statement on half of the other entries. The results suggested that hospitals were generally not satisfied by the implementation of the said policy. 2. Hospitals¡¦ strategies corresponding to the shortening working-hour policy: ¡]1¡^57.1% (the highest percentage) choose not to complement when having job vacancy as their working-hour strategy. ¡]2¡^69.9% applied educational training in improving their employees¡¦ to understand on time and cost-reducing as their educational strategy; 64.7% focused to train their employees to have multiple specialties; 54.1% choose to enhance the training on information and computer application, and operating skills. ¡]3¡^75.6% choose to reduce the manpower and expenses under the existing scope as the operation cost strategy; 56.5% choose to enhance the internal information passing and increase the efficiency. ¡]4¡^83.5% choose to improve the manpower exercising as the management strategy; 66.9% choose to simplify the working procedures; 55.6% choose to improve the communications between employer and employees and the collaboration; 54.9% focused on the implementation of the merit system to improve the working efficiency 3. The current situation of hospitals after the implementation of shortening working-hour policy: Over half of the hospitals conform to the Labor Law on daily normal working hour and weekly normal working hour. However, few changes have been made on the ways of employment. For example, although 66.9% hired part-time works, most of them were under 10 part-time workers. Furthermore, as far as contract taking and outsourcing are concerned, the percentage has not exceeded 50%. Nonetheless, as far as educational training is concerned, 51.9% choose to have partial public-holiday and partial private-holiday which suggested that hospitals expected their employees to adopt the partial private-holiday way to improve their professional ability when they have more leisure time after the working hour has been shortened Keywords: shortening working-hour, flexible working hour, working-hour strategy, educational training strategy, operation cost strategy, management strategy

Abstract ¡§Western areas¡¨is a very Vague concept to indicate a relative position in a particular sector. Since the 1950s'¡Mthis expression has often been shrouded in uncertainty. The earliest division mainly indicated the coastal areas of the country¡Mthe interior and remote areas. Economically speaking¡Monly two major areas¡Mare being referred to¡Mcoastal and interior. Later¡Munder the guiding thought of preparation against war¡Mfirst¡Msecond and third lines were delimited¡]including the big third line and the small third line¡^. For the last few years¡Mthe division into eastern¡Mcentral and werstern areas has also been in usage .Though at different times the aim of division ¡Mall recognized that the level of economic development was completely out of balance. Objectively ¡Mthree economic areas exist¡Geast ¡Mcenter and west. The western areas of the People's Republic of China are vast. Their total area is 5,280,000 square kilometer or 55% of the whole country's territory. The population numbers more than 230 million¡Vabout 23% of the country total population. In economic exploitation the western areas are in comparison with the central or eastern areas¡Mrelatively backward. The western areas¡Malthough their topography is complicated and difficult of acess have with their three¡Vdimensional limate and the perpendicular distribution of flora and fauna which are comparatively concentrated a wide variety of resources. With the rapid development of the economy of our country¡Mdevelopment is bound to start from the eastern seaboard and gradually develop toward the center and the western areas . The exploitation of the latter will strategically become more and more important in China' economy. In the scope of thire contracts and regulations¡Mjoint ventures have the right to conduct reforms of the technology of production ¡Mand increase the variety of designs and colors of the needs of domestic and foreign markets. Inventures may invite foreign businessmen to come to China and send their own personnel abroad business.

Summary Taiwan is an island country. Its economic structure highly relies on the economy of the foreign trade demand. The goods of foreign trade mainly are transported by the sea. So the development of the ports has a great impact on the competitiveness of the entire country. With the trend of containerization and shipping maximization in the international ocean shipping market in recent years, every harbor faces competitions among domestic ports and challenges from neighboring foreign ports at the same time. Although the superior geographical location and the wonderful natural condition of Kaohsiung Port once made Kaohsiung the third largest container harbor in the world, it faces severe competitions from Asian-Pacific ports and the new ports in Mainland China, which have emerged in recent years. What¡¦s worse, because of the effect of the overall domestic economy and industrial structure, the ranking of Kaohsiung Port has been on the downgrade continuously: ranked eighth in the world in 2007 and would be possibly even worse as predicted. Facing the above-mentioned enormous impact, Kaohsiung Port should consider and seek a solution urgently. So this research attempts to analyze the factors of the changes in the volume of goods being transported in Kaohsiung Port, and then frame a strategy for developing the port. The main content in the study includes discussions from three levels: internal condition, external environment condition and regional factors of the port, and the analysis focuses on four aspects: development, structure, efficiency and globalization. The findings of the study are: the factors resulting in the change in the volume of goods in Kaohsiung Port include the overall economic factors, the container quantity of the transit, the emergence of the continent ports, economic and trade environment, and industrial structure. The strategy for development proposed in this research include to improve the overall economic and trade environment, to boost the increase of the transit containers, to better the facilities of the port and the efficiency of work, to increase incomes from operation and accelerate development of the area, to put emphasis on the linking among ports, global investment and management, to get rid of the excessive attention to world ranking, to advance value added and to plan for port transformation. In addition, the result of study also shows that since the port entered the fourth generation, relying mainly on containerized transport in 1990, Kaohsiung Port has been transformed slowly with the influence of international economic cultural changes. Now the harbor no longer only emphasizes on transportation but also multi-development, which pays attention to the functions of information management and knowledge economy, so the fifth generation of the port is evolving progressively.

Abstract During the process of marketing strategy planning and positioning in a new venture, the formation process of top management team plays an important role where it¡¦s interesting for research. However, it¡¦s the answer a new venture is eager to know that the marketing strategy and position can meet requirements of market ornot. But, it¡¦s pity the research about fitness of marketing strategy and position is very few. The Spring Hill Resort will be scheduled to be open this November, it¡¦s an issue how it creates a whole new blue ocean with past experiences of building industry. Besides, I would like to know the demands of targeted customers through queationnaires which hopefully provide more objective suggestions as references for future operation and marketing activities. The method of literatures analysis was explored to collect the meeting minutes, marketing plans, and business plans. In accordance with thrughoutly understand the whole pictures of marketing plans and positioning, the research hyposis are set up. Then The three segmentations which separately are engineers of Lu-Zu Science Park & Tainan Science Park, and consumers of Royal Resort in Jiao-Sea and Spring Resort in Jin Mountain. The 150 copies were collected by either email or direct delivery, but only 75 copies meets requirement in the thesis. The primary data were put into Minitab, and subsequently T test or ANOVA were applied to test fitness, which can be concluded as the followings. We concluded that the targeted customers significantly support the positioning and marketing strategy(p-value are all less than£\=0.05). To be analyzed with ANOVA, the groups of both 600-800 thousand dollars & above in personal annual income are indifferent in between, but below the group of below 600 thousand dollar relatively supports the above viewpoint. The entertainment expenses are minority to the low income, thus they would not like to pre-pay big deal money, but oppositely the high imcome would relatively like to do in it. Likewize, the low incomes do not support the positioning of health as strongly as the high income. But for strategy alliances with other companies, the same attractiveness does not differ from the three. Under the consideration of transportation, the accessible of destination is not so important to the targets (P=0.049<£\=0.05), due to 96% people drives to travel domestically. And this result can be applied to service of shuttle bus; they think it¡¦s not necessarily as well. In aspects of spring quality, the expectation of the targets is the same and means a lot (P=0.00<£\=0.05), and this can be taken as a prerequisite. Finally, we can find opinions of customers diversified relatively (see table 4-18), but it¡¦s a little weired that quality of room space is not so emphasized than other aspects and this can be futher discussed. Key words: marketing strategy and position, spring resort,

The methodology applied to the study is based on mass data collected from secondary market. Through analyzing four aspects which include the developing situation of foreign banks in Mainland China (including case study of two foreign banks),the general situation of target customers (Taiwanese Companies) for Taiwanese banks, the financial contact between Taiwanese Banks and Mainland China (including the standpoints of primary Taiwanese Banks about how to enter China market), and the regulations of Cross Strait governments, referring to theses about how Taiwanese Banks getting into Mainland China, and also combing the SWOT analysis of Taiwanese banks, the study proposes the suggestions about target market, market position, distribution strategy, product and service strategy, and the direction of business cooperation which hopefully can be referable for the entry strategy of Taiwanese Banks in Mainland China.

Chankuotseh is a literary historical masterpiece. The characters with in this book are not only of a great amount but also of wide variety. And all the minor details are exquisitely. This thesis is based on the importance or distinctive vividness of the characters and divide them into three groups¡G¡]A¡^Princes and feudal barons¡F¡]B¡^Courtiers to propose strategies¡Fand ¡]C¡^Chivalrous men and ladies. And the characters will be discussed in three major respects¡G¡]A¡^the Action and Wording of the characters¡F¡]B¡^the dialogues between the characters¡F¡]C¡^the relationship between the characters.

<p>Today’s businesses face a competitive war; conceptually, similar to the ones in ancient times. The arena in which this war is battled is the market and it is characterized by being highly dynamic and uncertain. The enemies to be beaten are the competitors who use their core competences (weapons) to conquer the customers’ orders. But no battle is won by chance, neither in business. So, there is a need for a strategy that provides the chance to defeat the enemy by gaining a sustainable competitive advantage over him. The question is: how to do it?</p><p>The functional investments, mainly in marketing and manufacturing, need to be aligned with the mainstream strategy (business strategy) so they pull all together in the same direction. The existing literature links these strategies in pairs but not at the same time.</p><p>In this study, an analysis of such alignment approaches will be the base to create a model for the simultaneous fit of business strategy, marketing strategy and manufacturing strategy, and to provide some suggestions on how to achieve this match in practice.</p><p>Product design strategy will play a key role in order to attain the overall alignment.</p>