Abstract In the era of economic globalization and regional economic times, service-oriented manufacturing sector of management science, environmental protection standard 3R (reduce, recycle, reuse) of the environmental costs, but also business process in today's business and going to an important issue to consider ¡C Case study company is mainly engaged in punching industry, the key body parts to provide products to electronics companies, with highly customized industry characteristics. Provide customized technical experience accumulated experience of spunching product manufacturing competitive differentiation, price competition is not easy to flow in, but the customized product life cycle is short, indirect stamping industry in customer delivery and with the degree to be more flexible. How to create a company with limited resources, the greatest value, then the company needs to strengthen internal management and more to find the core competitive advantage to in response to management issues, the main investigator of this research-oriented background¡C In this paper the strategy and Jay Barney's resource-based theory of internal resources is essentially self-view business, and qualitative research methods to case analysis to identify the direction the company should be improved and the core competitiveness of the self-view. In addition to stamping industry, analysis of the external business environment to understand the case in the main electronic body parts to study why the dynamic competitiveness. The main motivation for this research study-cum-research purposes, it is summarized as follows : 1. To find out the status of cases, the company currently operates the main problems viewing and self-diagnostic analysis for the determination of clear cases of the company's main core competencies are¡C 2. The aim of analysis of the external environment stamping industry analysis, the main body parts for electronic analysis of the impact¡C On the question of the conclusion of the study and concluded that the internal processes of self-management process should be re-view, create value-based management company operating activities, the internal control system in the process of risk control mechanisms for building improvements. Another talent retention and on-site management services to scientific concepts and patented manufacturing technology development and applications introduction, so before the next wave to create the company's core competitiveness of services kinetic energy¡C Keywords: traditional industries, collaboration, SWOT analysis, purchase and

This thesis explores the ways in which the kimono retail industry in contemporary Japanese society is changing in response to the economic crisis of the 1990s and the declining popularity of the kimono as formal wear, leading to falling demand and sales. A central aim of this thesis is to address the lack of academic literature focused on the kimono, particularly economic aspects of the kimono such as the way it is made, sold and consumed. Based on twelve months of ethnographic fieldwork in Aichi prefecture, Kyoto, Tokyo and Yamagata with kimono shop owners, wholesalers, craftspeople, writers, bloggers, designers, government officials and consumers, this thesis explores how a small but influential group that I call the 'kimono fashion network' are aiming to change the industry from within by marketing the kimono as fashion and framing the kimono as a lifestyle choice. Their efforts have led to a monumental shift in manufacturing, marketing and selling strategies that have effectively aligned the kimono with global discourses about fashion. This shift has split the kimono retail industry into two camps: those who sell kimono as ceremonial wear for key ritual occasions such as weddings, funerals, tea ceremonies, coming of age ceremonies, graduation and school entrance ceremonies, and those who sell it for fashion. I begin by examining the socio-economic factors that led to falling demand and therefore falling sales in the industry, before exploring how the industry is structured in terms of production and distribution. Finally, I explore how and why the kimono fashion network have gone about changing the industry from within. Adding a different perspective to prevailing understandings of traditional culture in Japan as a vehicle for cultural nationalism, I argue that the contemporary kimono fashion movement has many similiarities with the global phenomenon of lifestyle consumer culture to be found across industrialised nations.

More than 90% of enterprises in Taiwan are small and medium enterprises. These flexible and efficient forces are one of the important foundations for economic development in Taiwan. How large is the number? Based on the data of ¡§The White book of Small and Medium Enterprises in Year 2011¡¨ from Ministry of Economic Affairs, the number is over one million and two hundred thousand! However; taking on strong competition in emerging markets and enterprise globalization, the small and medium enterprises in Taiwan face many challenges. For large enterprises and electronic industry, implement ERP to manage enterprise resources efficiently to respond to immediate changes is the core of enterprise information technology. With limited budget on information systems and specialties from small and medium enterprises, how should they implement ERP? How could they successfully implement ERP? Should they have change management when implementing ERP? Do they have the same key factors as ERP implementation in the large enterprises? Whether there is any particular attention they should pay on? This study conducted multiple case interviews using semi-structures on the objects of ERP-implemented small and medium enterprises to explore the derivation of the processes of each case, what problems and difficulties have they encountered? How to overcome the problems? By the case corporate practical experiences to assess the key factors of successful implementation, coping with the processes and problems of the implementation derivation, we expected to propose the improvement of core enterprise competition and success rate to the traditional small and medium enterprises that will implement ERP in the future. Keywords: Enterprise Resource Planning, KSF, Traditional Industries, Small and Medium Enterprises, BPR

Taiwan Island has magnificent resources, one of them is fishery industry, which happens to be one of Taiwan¡¦s major economical activities. Seafood is considered by the people general to be a health choice, primarily for its assortment, tenderness, high nutrition of values and low in both calories and cholesterols. Gallant Ocean International Inc. exports 66% of Taiwan¡¦s total annual seafood productions, indicating its industry leading status and capacity. To the current Taiwanese seafood industry, there is only focus in seafood processing and production, and commonly lacks the knowledge and experience of marketing, branding and distribution channels. It is the aim of the study to discuss and explore the operations and influences of corporate integrated purchasing, e-commerce, organic produce channels, marketing activities and Blog marketing; based on the case study of Gallant Ocean International Inc. In the research design perspective, this study employs Gallant Ocean International Inc. as the primary research target, by adapting exploratory analysis of single case study, qualitative case study research and in-depth interviews to acquire the necessary data for research purpose. The case study intends to provide a reference business model in the domestic traditional industries for the transition and development from B to B to B to C. This study has observed that the Taiwanese traditional industries¡¦ development of B to C possesses the following trends: 1.The establishment of ¡§Own-Brand¡¨ has an influential effect on market development: developing own-brand is a current trend and also an assurance to quality. Transforming product to brand does not only require product being ¡§consumer-focus¡¨, but also needs to take into consideration of the quality and competitiveness. This is particularly important in order to attain seafood ¡§quality¡¨, ¡§freshness¡¨ and ¡§safety¡¨ being the primary considerations. 2.¡§Integrated marketing¡¨ has concrete results in operational effectiveness: Effective utilization of actual and E-channels in integrated marketing have concrete operational results in developing B to C retailing market. 3.Adaptation of ¡§Blog marketing¡¨ to establish virtual communities: Blogs have become increasingly popular due to its easiness to use, with low technical barrier, free of charge provides direct of interaction between both parties. Blog, being a free community marketing channel have attracted many B to C corporate utilizing them for relationship marketing. Finally, this research will present an argument for ¡§people being the most critical factor for domestic traditional industries in developing B to C markets.¡¨ Consequently the decision markers¡¦ decision-making ability and adaptation of integrated marketing tools are the critical success factors for the traditional industries¡¦ B to C markets¡¦ development.

Digital technologies are disrupting firms of all sizes in all industries. This prompts firms to stipulate responses to the ongoing changes and challenges digitalization spawns. Especially family businesses, with their unique structural and behavioral characteristics and economic importance, in traditional industries must reinvent themselves and transform their business digitally to ensure longevity. Despite the recent increasing contributions of academia for the digital transformation phenomenon, attention for specific organizational forms, in particular family businesses is still scarce. A better understanding of how these organizations undergo a digital transformation is vital for family business adaptation and future survival. Therefore, this study emphasizes on the specific attribute of long-term orientation. Hence, the purpose of this study was to investigate family businesses’ long-term orientations impact their digital transformation process. For the intention to contribute to academia through theory building, we have chosen a qualitative, exploratory research design using a multiple case study of six selected family businesses. 14 semi-structured interviews with seven family managers and seven non-family managers were conducted to collect data. The results show that family businesses prepare a basis for their digital transformation through the influence of their long-term orientation. Building on our findings we developed a model of a digital foundation for family businesses endeavors in their digital transformation process to manage the three phases of digital transformation. This digital foundation as a capability affected by a family business long-term orientation impacts their digital transformation process in distinct ways.

Digital transformation (DT) continuously reshapes and disrupts industries organizations operate in. Although the rising phenomenon is increasingly being investigated by academia, the factors influencing the adoption of DT in pre-digital and traditional industries are sufficiently unexplored. This study investigates managers’ perspectives on the drivers and barriers surrounding DT in traditional industries. To do this, we conducted an industry-level qualitative case study of the five biggest firms in the Swedish forestry industry. Through analysis using a DT framework, our results indicate that changing customers’ expectations and improving firm performance, to name a few, were the main drivers for DT in the forestry industry. However, our findings revealed that the main barriers to DT were related to the cultural and organizational identities of employees in the forestry industry. This study contributes to existing literature and provides suggestions for practitioners in traditional industries to address the challenges that may arise during the digital transformation process.

The digital landscape of the modern age is frequently disrupted by new and innovative technologies, causing traditional industries to become calcified. This study examines how organizations within a traditional setting are confronted with numerous challenges when undertaking the challenge of remaining relevant in a digital age. The growing interconnectivity across multiple business landscapes demands new and innovative forms of managing a business. Nevertheless, the related research on how traditional industries are adapting to the digitalization of society is limited. Therefore, the study aims to illustrate the phenomena of emerging organizational barriers caused by an ever-changing digital market through incorporating a multiple case study of two traditional organizations and asking the research question: “What barriers emerge as traditional firms seek to actively engage in the digitalization of society?” The study defines two such barriers, (1) The internal stress of an expanding organization and (2) the underlying silos of Sigma. The separate barriers illustrate an insight into the importance of understanding and mastering the internal process of continuous transformation.