FinTech不僅為金融產業熱門之議題，亦為未來金融產業發展之重大方向，因而多數金融機構投入大量資金作為FinTech相關業務之研發，但企業內部卻對策略發展方向毫無頭緒，導致資源應用不當之情況發生，因此本研究結合學術之工具，改善企業盲目投資之問題，使企業能依據顧客之需求提供全方位之解決方案。 　　本研究採用個案研究法，以我國金融控股公司領導品牌之一為研究對象，藉由與個案公司內部人員會談及其他公開管道蒐集相關資訊並加以分析，探討FinTech對顧客價值主張與金融產業現有業務所帶來之影響，並透過分析企業之自身內部優勢及外部機會形成以FinTech為主軸之創新策略，再進一步深入探討該創新策略之執行及其所衍生出之策略性智慧資本應如何進行管理。 / FinTech is not only a hot issue but also a major direction for the future development of the financial industry. Most financial institutions have invested heavily in FinTech-related research and development, but they have no idea how to develop the strategy. This situation misguided valuable resource to wrong business. So, this research paper applies academic tools to provide a total solution for enterprises on investment based on customer needs. 　　This research paper adopts case study method. The case company is a financial holding company in Taiwan, which is one of leading financial institution. In this year, discussing with company employees and analyzing related data to gauge the impact of customer value proposition of the existing financial industry. Creating an innovative strategy based on FinTech by evaluating the company’s internal strengths and external opportunities. Further, discussing on the implementation of the innovative strategy and how to manage intellectual capital derived from the innovative strategy.

L’une des voies d’innovation plébiscitées par les détaillants pour orchestrer l’évolution de leur proposition de valeur consiste à réviser le design des espaces de vente. Les contributions académiques sur l’expérience en magasin se sont concentrées sur les perceptions des consommateurs ainsi que sur le repérage de pratiques managériales significatives. En prenant pour objet la traduction du repositionnement d’une enseigne par le design expérientiel des espaces de vente, la thèse propose de suivre le processus au cœur même du marché et de mettre à jour les mécanismes qui le sous-tendent. La conduite d’une étude longitudinale de cas enchâssés dévoile une conception holistique, basée sur l’interaction souhaitée du chaland avec le magasin. L’analyse relate l’enchâssement des quatre phases du cycle de vie et permet de recenser pour chaque phase les événements et problématiques associés aux six dimensions du processus. La thèse établit le rôle prégnant de la vision entrepreneuriale du dirigeant, clé de voûte de l’innovation. La proposition de valeur se matérialise par trois composantes gigognes que sont l’intrigue, l’action et le décor. Pour chacune des cinq étapes du parcours-client, des éléments de décor sont implantés pour relayer ou renforcer l’action souhaitée. Ces éléments constituent des mécanismes ou dispositifs destinés à stimuler le système expérientiel du chaland. L’évaluation, qui porte sur la mesure du positionnement perçu et vécu, contribue à ajuster la proposition de valeur au regard de quatre niveaux de cohérence et de la flexibilité du design. Enfin, les logiques de coproduction occasionnent une possible co-destruction de valeur, intentionnelle ou accidentelle. / One of the innovative ways favoured by retailers to drive change in their value proposition is to review the design of their stores. Academic contributions to the in-store experience have mostly focused on consumer perspective and identifying relevant managerial practices. The core of this research studies how repositioning a retail brand translates into the experiential design of retail spaces. To this end, the research follows the repositioning process from a managerial perspective and updates the mechanisms that underlie it. The longitudinal study of embedded cases reveals the importance of an holistic design that takes into account the desired interactions between the shopper and the store. The analysis shows the four overlapping phases of the store’s life cycle, and breaks down the process into six dimensions, each with its own events and issues. The six dimensions are vision, plotline, action, decor, assessment and coproduction.The entrepreneurial vision of the leader is the cornerstone of the whole innovation process. The value proposition is embodied by three components, namely plotline, action and decor. For each of the five stages of the shopper’s journey, elements of the decor are implemented to relay or reinforce the desired action. These are mechanisms or devices meant to stimulate the shopper’s experiential system. The assessment, which involves measuring the perceived and experienced positioning, helps to adjust the value proposition in terms of four levels of consistency and flexibility of design. Finally, the coproduction of store design between different stakeholders can cause a co-destruction of value, whether intentional or accidental.

Este estudio tiene como propósito dar a conocer el vínculo entre los intereses y demandas del talento en Big Data con las estrategias de marca empleadora de las empresas del sector financiero. Por ello, a lo largo del trabajo se hará énfasis en la estrategia de marca empleadora del Banco de Crédito del Perú para atraer a los estudiantes de la Facultad de Ingeniería de la Universidad Peruana de Ciencias Aplicadas que aborden los 20 a 24 años, público que en un futuro podrá estar interesado y apto para cubrir el puesto de especialista en Big Data. En consecuencia, se trabajará bajo un enfoque cualitativo y a través de entrevistas a profundidad para analizar los intereses y demanda de este talento. / This study aims to publicize the link between the interests and demands of talent in Big Data with the strategies of the employer brand of companies in the financial sector. Therefore, throughout the work, emphasis will be placed on the employer brand strategy of the Credit Bank of Peru to attract students from the Engineering Faculty of the Peruvian University of Applied Sciences that address ages 20 to 24, a public that in the future may be interested and suitable to fill the position of specialist in Big Data. As a result, work will be done under a qualitative approach and through in-depth interviews to analyze the interests and demand of this talent. / Trabajo de investigación

Medarbetare är en av de viktigaste faktorerna inom organisationer för att nå framgång och särskilja sig från konkurrenter. Genom att utveckla ett attraktivt arbetsgivarvarumärke för både den externa och den interna marknaden kan organisationer locka och behålla kompetenta medarbetare. Intern marknadsföring, hantering av arbetsgivarvarumärket samt arbetsgivarerbjudandet med fokus på medarbetarlojalitet och reciprocitet är arbetssätt för att stärka relationen med medarbetarna. Syftet med denna studie var att undersöka vilka faktorer de anställda i en organisations produktionsavdelning anser som viktiga för att relationen med arbetsgivaren ska kännas ömsesidig och lojalitetsgivande. Studien problematiserar skillnaden mellan ett arbetsgivarvarumärke som lockar individer med unik erfarenhet och kompetens, och ett arbetsgivarvarumärke för att attrahera och behålla medarbetare i en produktionsavdelning. För att svara på syftet genomfördes kvalitativa telefonintervjuer med fyra medarbetare från en organisations produktionsavdelning. Intervjuerna grundades på forskning och teorier om medarbetarlojalitet, reciprocitet, intern marknadsföring, hantering av arbetsgivavarumärke samt arbetsgivarerbjudandet för att väga resultatet mot forskningen. Resultatet visar att det medarbetarna anser som viktigt i relationen till sin arbetsgivare i huvudsak handlar om relationen i sig, innefattande gemenskap, kommunikation, återkoppling, tillit, samt trygghet. Resultatet av intervjuerna stämmer delvis med vad forskningen menar är viktigt att erbjuda medarbetarna. Det framgick dock tydligt av forskningen att hanteringen av arbetsgivarvarumärket och arbetsgivarerbjudandet ska vara unikt för den särskilda organisationen och dess medarbetares behov. Just detta är vad organisationen med produktionsavdelning bör ta i beaktning samt se över för att ta vara på just deras medarbetares på bästa sätt.

Den digitala transformationen som genomsyrar många delar i samhället idag har inte bearbetatsi energibranschen i samma grad. Energibranschen står inför stora förändringar med mål av attvara fossilfria fram till 2040. Syftet med studien var att undersöka hur ett kommunaltenergibolag arbetar med digitalisering för en marknadsstyrd energiförsörjning analyseratgenom tjänstedominant logiken. Referensramen till studien grundar sig i digital transformationsom ramas ner till den tjänstedominanta logiken. Studien genomfördes utifrån en kvalitativundersökning med semistrukturerade intervjuer av ett energibolag och ett IT-konsultbolag.Utifrån intervjuerna återfinns data som analyserades genom den tjänstedominanta logiken.Undersökningen bidrar med nya perspektiv genom tjänstedominant logik som energibranschenhar nytta av och som kan möjliggöra nya sätt att möta kunder. I resultatet blir det tydligt hurenergibolaget arbetar med en digitalisering men att kundinvolvering inte är där. En ökaddigitalisering och tjänstefiering i energisektorn driver fram kreativa lösningar för branschenskunder där decentraliserade och demokratiserade styrsätt möjliggörs. / The digital transformation that undergoes changes in many parts of society has not been asprocessed in the energy industry at the same degree. The energy industry is facing majorchanges with the goal of being fossil-free by 2040. The purpose of the study was to investigatehow a municipal energy company works with digitization for a market-driven energy supplyanalyzed through service-dominant logic. The theoretical framework of the study is based ondigital transformation which then narrows down to the service dominant logic. The study isconducted based on qualitative research through semi-structured interviews of an energy utilitycompany and an IT consulting firm. The research provides insights into a service-dominantperspective for the energy industry in enabling new ways to approach their customers. Theresult makes it clear how the energy company works with digitalization, but that customerinvolvement is not there. An increased digitalization and servitization in the energy sectorfacilitate new creative solutions for the industry's customers, where decentralized anddemocratized governance are made possible.

During the 20th century, Large Scale Companies (LSCs) mindset was all about minimizing risks and maximizing profits. On top of this, they were heavily relying on intellectual property – culture of secret – and they were shaped to exploit rather than to explore. In this context, open innovation brought a completely new approach. As part of the changing landscape, trends of corporate venturing appeared about five years ago. Among LSCs which have chosen to get on the train of innovation, different strategies have been adopted from one company to another. Only today are people witnessing corporate venturing getting more structured. Yet, LSCs have not focused enough just yet on the development of venture structures with external startups. It is essential to understand how to make incubation and acceleration of external startups successful within LSCs. This study adopts LSCs’ perspective and aims at providing them with the best practices that currently exist in the innovation ecosystem in terms of corporate venturing. In particular, this study focuses on how Large Scale Companies (LSCs) can take advantage of external startups through a corporate incubator and/or corporate accelerator in order to become more innovative. The study suggests the venturing process should be divided into three main stages: the identification of the appropriate venture structure and of the right startups, the follow-up of the integrated startups of the corporate venture structure and finally the exit strategy. Building upon the business model canvas and customer value proposition theories, the suggestion is made for LSCs to step backwards and reflect thoroughly about the corporate venture strategy they want to adopt. LSCs should be aware that they evolve as part of a complex venturing ecosystem, and that each tool, rather than being isolated, should embrace and collaborate with the multitude of existing structures. / Under de 20 århundradena var Large Scale Companies (LSCs) tankegangen allt om minimering av risker och maximesring av överskott. Utöver detta var de starkt beroende av immateriella rättigheter - hemlighetskulturen - och de var formade att utnyttja snarare än att utforska. I det här sammanhanget kom öppen innovation till ett helt nytt tillvägagångssätt. Som ett led i det förändrade landskapet uppträdde trenderna för företagsvågningar för ungefär fem år sedan. Blandt LSCs, som har valt att få på toget eller innovation, olika strategier har beslutats från ett företag till ett annat. Endast idag är människors vittnesbörd om företagsvågar att bli mer strukturerad. Ändå har LSCs inte fokuserat tillräckligt på utvecklingen av venturestrukturer med externa startups. Det är viktigt att förstå hur man gör inkubation och acceleration av externa startups framgångsrika inom LSCs. Denna studie antar LSCs perspektiv och syftar till att ge dem de bästa praxis som för närvarande finns i innovationsekosystemet när det gäller företagsledning. I synnerhet fokuserar den här studien på hur Large Scale Companies (LSC) kan dra nytta av externa uppstart genom en företags inkubator och / eller företagsaccelerator för att bli mer innovativ. De studier som antyder vid venturingprocessen bör delas in tre huvudfaser: Identifiering av den aktuella riskstrukturen och rätt uppstart, uppföljning av den integrerade uppstarten av den organisationsstruktur och slutgiltigt slutstrategi. Med utgångspunkt i affärsmodellens kanfas och kundvärdes propositionsteorier, görs förslaget att LSCs ska gå bakåt och reflektera noggrant på företagsledningsstrategin som de vill anta. LSCs borde vara medvetna om att de utvecklas som en del av ett komplext venturerande ekosystem, och att varje verktyg, istället för att isoleras, ska omfamna och samarbeta med de många befintliga strukturerna.

When a company includes a new technology or innovation into their value proposition, customers may perceive it as an enhancement or deterioration. This phenomenon was explored in this study with a case study of a present case in the esports industry. Research have shown that AI (Artificial Intelligence) technology can be used to predict which team is going to win in a match in the esports game DotA 2. A prototype AI called Znipe Sense was developed and analyzed during this study to answer the question: How can a predictive AI affect the value proposition of live esports consumption? Znipe Sense was included into Znipe Esports’ value proposition during a tournament in February 2018. It was observed that Znipe Sense could predict outcomes of professional matches with a higher accuracy than human experts. The observations of Znipe Sense, an interview with experienced players, interviews with business professionals and internal company documents were used as empirical material for the analysis. How Znipe Sense affected the value proposition was analyzed through the factors: Performance, Ease-of-use, Reliability, Flexibility and Affectivity, also known as the PERFA framework. It was concluded that a predictive AI can enhance the value proposition of live esports consumption through the Performance and Ease-of-use factors, and it would not affect the value proposition through Reliability or Flexibility. However, in the analysis of the Affectivity factor it was identified that there is a risk related to negative effects of gambling addiction that could deteriorate the value proposition. / När ett företag inkluderar en ny teknik eller innovation i sitt värdeerbjudande kan kunderna uppleva det som en förbättring eller försämring. Detta fenomen undersöktes i denna studie med en fallstudie av ett aktuellt fall i esportsindustrin. Forskning har visat att AI (Artificiell Intelligens) teknik kan användas för att förutsäga vilket lag som kommer att vinna i en match i esports spelet DotA 2. En AI prototyp, Znipe Sense, utvecklades och analyserades under denna studie för att svara på frågan: Hur kan ett prediktivt AI påverka värdeerbjudandet av live esports konsumtion? Znipe Sense inkluderades i Znipe Esports värdeerbjudande under en turnering i februari 2018. Det observerades att Znipe Sense var bättre än mänskliga experter på att förutse det vinnande laget i professionella matcher. Observationerna av Znipe Sense, en intervju med erfarna spelare, intervjuer med affärsfolk och interna företagsdokument användes som empiriskt material. Hur Znipe Sense påverkade värdeerbjudandet analyserades genom faktorerna: ”Performance”, ”Ease-of-use”, ”Reliability”, ”Flexibility” och ”Affectivity”, även känt som PERFA-ramverket. Slutsatsen visar på att ett prediktivt AI kan öka värdeerbjudandet av live esports konsumtion genom Performance och Ease- of-use faktorerna, och att värdeerbjudandet inte skulle påverkas genom Reliability och Flexibility. I analysen av Affectivity-faktorn identifierades emellertid att det finns en risk i relaterat till negativa effekter av spelberoende som kan försämra värdeerbjudandet.

Purpose - The purpose of this study was to examine three main components of the business model,revenue model, value proposition and customer relationships. These three main components wouldbe investigated for a newly formed actor on the Swedish real estate market named access operator. Method - A literature study was conducted to compile the previous research that has been done inthe subject. The results obtained in the literature study were later compiled into a theoretical frameof reference that formed the basis for the design of the interview guide. The study has beenconducted in the form of a simple case study on a Swedish software company that has identified agap in the Swedish real estate market. The study's data collection has been conducted usingqualitative semi-structured interviews with respondents from Swedish real estate companies andtechnology companies. All collected data has been analysed using a thematic analysis. Therespondents can also be viewed as potential customers for the anticipated new service that will belaunched on the Swedish real estate market. Results - The study's findings indicate that the value proposition of the new service consists of twodistinct key elements: "ease of integration and use" and "availability." Overall, the valueproposition for this type of access service is the ease with which the actors can use it. The resultsalso revealed that subscription is the best type of revenue model for the new service. Finally, thefindings revealed that respondents had a favourable attitude toward bringing a new player into theSwedish real estate market. Theoretical contribution - According to the study's findings, respondents who belonged to group A "property owners" or group B "technology suppliers" faced similar challenges. Their answerswere unaffected by their disparate backgrounds. As a result, the respondents similarly perceivedthe value proposition of the new service. Previous studies suggest that different backgrounds canaffect how the service's value is perceived. Furthermore, the results indicated that subscription asa revenue model is best suited for the new access service, which was consistent with the findingsof previous studies. Finally, the study's findings indicated that there are no long-term relationshipsestablished between existing actors today because most of it is done through contracts and rapidchanges between organizations occur. Previous studies suggest instead that long-term relationshipsare the type of relationship most organizations strive for. However, the outcome indicated afavourable view of establishing a new player in the industry. Existing actors believe that the newaccess operator will contribute to positive change. Practical contribution- The practical contributions are primarily directed at the company wherethe study was conducted. However, this study can benefit other real estate companies as well ascompanies in other markets looking to establish a new service. According to the study's findings,potential customers value the ease of use that the new service will provide. This is also evident intheir selection of the revenue model they deemed most appropriate for the new service. They canthus gain a better understanding of their costs and future budgeting by using subscription as arevenue model. The findings also show that organizations should have open communication aboutthe value proposition to ensure that all actors are on the same page. Clear communication alsocontributes to increased trust and commitment among the actors, as well as increased marketwillingness to use the new service. This is in line with previous studies which claim that trustbetween several actors increases commitment.

This study is a part of the HITS-project at the Integrated Transport Research Lab at KTH. The demand for urban freight transportation has continued to grow during the last decades due to increased urbanization. Road-based freight transport contributes to air pollution, traffic congestion and noise pollution. The dependency of these services and because of their emissions of greenhouse gases there is a need for new sustainable initiatives.  To investigate the possibility of consolidating the delivery of parcels and collection of recycling materials, a pilot initiative called Älskade Stad has been implemented in Stockholm. Traditionally, similar initiatives have encountered problems when municipalities have stopped the funding and it has also been difficult to convince companies to cooperate. Therefore, the aim of this study is to investigate what values that are being created from an urban consolidation center (UCC), as these could be seen as incentives for joining. Furthermore, it will identify what value propositions that are being offered for the city and the involved companies and how these companies capture these values.  The thesis is conducted as a qualitative case study and uses the business model approach as a conceptual framework. The result from the study shows that four key resources and activities were related to value creation: a smaller truck which increased the filling rates, exemptions received from the municipality, new garage space utilization, and goods and waste flow consolidation. Furthermore, sustainable value propositions are offered to the companies and the city, such as, more attractive streets, higher profitability on trucks, increased publicity, improved work environment and finally green transportation solutions. This has entailed changes to the value capturing for the involved companies. Changes that are related to savings, revenue, and cost streams. The analysis from the study showed that the implementation of an UCC can help the city when facing urbanization challenges, and lead to a cleaner, safer, and more attractive city. / Denna studie är en del av HITS-projektet vid Integrated Transport Research Lab vid KTH. Efterfrågan på urbana varutransporter har fortsatt att öka under de senaste årtiondena på grund av en ökad urbanisering. Vägbaserad varutransport bidrar till luftföroreningar, köbildning och ljudföroreningar. Vikten av dess tjänster i kombination med dess stora utsläpp av växthusgaser skapar ett behov av nya hållbara initiativ.  För att utforska en lösning som konsoliderar varuleveranser och upphämtning av returmaterial, har en pilotstudie med namnet Älskade Stad genomförts i Stockholm. Historiskt sett har liknande initiativ mött problem när finansiering från offentlig sektor tagit slut och dessutom har det varit svårt att övertyga företag att delta i samarbeten. Därför ämnar denna studie att kartlägga vilka värden som faktiskt skapas med hjälp av en urban samlastningscentral, vilket skulle kunna ses som möjliga incitament. Vidare syftar denna studie till att kartlägga vilka värden som erbjuds för staden samt involverade företag och hur dessa värden fångas av företagen.  Denna uppsats är genomförd i form av en kvalitativ fallstudie och använder ett affärsmodellsperspektiv som teoretiskt ramverk. Genom semistrukturerade intervjuer med experter som är involverade i initiativet samt forskare insamlades data. Resultaten från studien påvisar fyra huvudsakliga aktiviteter och resurser kopplat till värdeskapande: en mindre lastbil som ökade fyllnadsgraden, dispenser utdelat från stadsförvaltningen, ny garageanvändning samt godskonsolidering. Utöver detta så uppstår ett hållbart värdeerbjudande till företagen och staden i form av en mer attraktiv gatumiljö, högre lönsamhet på sopbilar, ökad publicitet, förbättrad arbetsmiljö och en grön transportlösning. Detta har medfört förändringar när det gäller företagens värdefångst, förändringar kopplade till besparingar, intäkts- och kostnadsflöden. Analysen från studien visat att en implementering av en urban samlastningscentral kan hjälpa staden att bemöta urbaniseringsutmaningar och bidra till en renare, säkrare och attraktivare stadsmiljö.

台灣半導體產業協會指出，半導體產業無論是在產值、營運附加價值、外匯收入、稅賦、就業機會、政府投資獲利、興建晶圓廠所帶動的周邊效益等，都有穩定且持續成長之表現，對國家有相當大的貢獻。在半導體產業中，半導體原物料通路商位居上游供應商與下游製造商之間的橋樑位置，維繫通路貨暢其流，在整個產業鏈中扮演重要角色。在此一領域中，以崇越科技的經營績效卓越，足為業界楷模。因此，本研究擬以崇越科技為個案，進行策略研究。 一個成功的營運模式，應該可以解釋如何增強價值展現、如何作好價值傳遞，以及如何達成價值回饋等議題。藉由研究連續成長的個案公司－崇越科技，本研究希望可以確認下列議題所採取的關鍵策略： (1)個案公司如何確保其在產業價值鏈中的位置？亦即如何增強價值展現？ (2)個案公司如何提升相對於其他同業的競爭力，並更有效地提供客戶最大的價值？亦即如何作好價值傳遞？ (3)個案公司如何作到提升營業利潤及實現公司價值？亦即通路商如何達成價值回饋？ / 本研究使用吳思華教授的「策略三構面」及「四個競技場」分析進行個案研究。策略三構面理論主張，規劃企業策略時，可以由下列觀點進行： (1)營運範疇：產品／市場、活動組合、地理構形、業務規模 (2)核心資源：有形／無形的資源、個人／組織能力 (3)事業網路：體系成員、網路關係、網路位置 / 此外，本研究也將探討三構面之間彼此的調整關係。至於四個競技場分析，則是以下列四個不同觀點，分析企業的策略： (1)價值與效率競技場 (2)能耐與結構競技場 (3)實力與體系競技場 (4)異質與同形競技場 / 本研究針對崇越科技的四項重要策略事件，包括成立光電材料部、成立水處理部、IPO、成立中古設備部等，進行策略三構面分析，以及四個競技場分析。藉以研究半導體原物料通路商如何增強價值展現，如何作好價值傳遞，以及如何達成價值回饋。茲將各策略事件分述如下所示： (1)策略事件一：成立光電材料部 成立光電材料部，使得崇越科技的營運模式，由原本的佣金交易，擴增為現品交易。此一策略事件使得崇越科技提昇了倉儲、物管及資金調度的能力。成立光電材料部之後，崇越科技的主要產品，由原有的矽晶片、半導體製程用石英器材，擴展到黃光製程的主要原料－深紫外線光阻液，在2005年該項產品貢獻了逾18億台幣的營業額。其他主要產品如化學研磨液、環氧樹脂積體電路封裝材料、液態封裝材料…等，也可以複製深紫外線光阻液成功的營運模式進行推廣。 (2)策略事件二：成立水處理部 崇越科技成立水處理部，跨入半導體製造廠的廠務系統相關業務。此一策略事件使得崇越科技發展出工程設計、施工維護之組織能耐，並建立了良好的下包廠商體系。之後，水處理部將業務切割為：純水工程及廢水工程等二部份，並在廢水工程此一領域發展自有品牌。在2005年時，水處理部的年營業額達新台幣15億1千萬。此一策略事件也帶來其他額外的商機，如發展潔淨室建造工程以及中央供酸系統等相關業務。 (3)策略事件三：IPO IPO提供崇越科技較佳的籌措資金管道，使得財務運作上更有彈性。IPO使得崇越科技公司知名度及形象大幅提昇，對於延攬優秀的員工，自然也會有正面的助益。此外，財務管理的能力也因此提昇，與金融體系間的關係也更為緊密。 (4)策略事件四：成立中古設備部 崇越科技成立中古設備部，以成為高科技產業的全方位供應者。崇越科技掌握半導體中古設備的商機，使得營運範疇得以擴展至中古設備的買賣、運送、設備翻新、裝機、零件供應、機台調校、甚至包括製程參數設定。「高科技產業的全方位供應者」的公司願景，也使得崇越科技得以在半導體產業有更明確的定位。 / 經由「策略三構面」及「四個競技場」分析，確定崇越科技的四項策略事件對於其成長具有重大意義。崇越科技的營運範疇、核心資源、事業網路在各個策略事件之後均有顯著的擴展，而不論是在「價值－效率」、「能耐－結構」、「實力－體系」、「異質－同型」競技場，都可看到崇越科技的具體成長趨勢。因此，崇越科技在四個策略事件中所採行的各項關鍵策略，應可成為半導體原物料通路商在勾勒其未來發展的營運策略時的標竿參考。 / 在本研究的事件描述及三構面調整關係當中，我們可以整理出來個案公司在各個策略事件所運用的關鍵策略，並依研究目的所要探討的主題歸納如下： (1)以個案公司為例，通路商如何確保其在產業價值鏈中的位置，亦即通路商如何增強價值展現。 1)擴大服務平台，滿足顧客整體需求，是通路商確保代理權的重要關鍵。 2)維持暢通而綿密的人脈網路是通路商的天職。 3)對通路商而言，自有品牌的創立應該因勢利導，不該破壞與原有代理的供應商之間的良好關係。 4)踴躍參加各項服務品質競賽有助於提升通路商形象及強化公司體質。 (2)以個案公司為例，通路商如何提升相對於其他同業的競爭力，並更有效地提供客戶最大的價值，亦即通路商如何作好價值傳遞。 1)通路商辨識需求缺口的能耐，與其是否能持續發展有高度正向關係。 2)人才為通路商最重要的資產。 3)顧客內部的各個部門也存在競爭狀態，通路商應善用情勢並維持與各部門的良好互動。 4)通路商應建立完整的支援／外包體系。 (3)以個案公司為例，通路商如何提升營業利潤及實現公司價值，亦即通路商如何達成價值回饋？ 1)通路商適用多種營運模式。 2)切割現有的服務內容，創造新立足點。 3)延伸產品線，善用核心能耐，創造新價值。 4)健全而靈活的財務控管是通路商持續成長、實現公司價值的重要基礎。 / As Taiwan Semiconductor Industry Association pointed out, semiconductor industry had been and is of great contribution to Taiwan in the aspects of GDP, foreign currency income, tax income, unemployment rate, government investment achievement, and also subsidiary industry of wafer fabrication. Semiconductor manufacturing raw material distributors play a very important role in semiconductor industrial value chain, who bridging the raw material manufacturers and semiconductor manufacturers. Topco Scientific Co., Ltd (TSC) is a leading company of semiconductor raw material distributor in Taiwan and Great China Region. TSC would be the case to be studied on the strategy of its continuous growth. / A successful business model should cover how to enhance “Value Proposition”, how to perform “Value Delivery”, and how to achieve “Value Capturing”. In the study of TSC’s continuous growth, we shall be able to identify the key strategies which were employed in the following three themes: 1. How does the distributor secure their position in the value chain i.e. how to enhance their value proposition? 2. In what way the distributor compete with their competitors and perform better i.e. how to perform their value delivery? 3. How does the distributor make their own benefit feasible i.e. how to achieve their value capturing? / “Three Aspects of Strategy” theory and “Four Coliseums of Business” analysis by Dr. S.H. Wu were applied in this study. The “Three Aspects of Strategy” theory provides the scope of establishing a thorough business strategy, and “Four Coliseums of Business” analysis exploit the business growth in four different points of view. “Three Aspects of Strategy” theory claims the following aspects should be reviewed when establishing the business strategy: 1.Business Domain : product/market, business activities, business geography, business scale 2.Core Resource : physical/non-physical properties, personal/ganizational competence 3.Business Network : network parties, network relationship, network position Also, the adjustment/correlation of these three aspects should be discussed. The “Four Coliseums of Business” analysis exploits the status of company’s strategy in four different points of view: 1.Value-Efficiency coliseum 2.Competence-Organization coliseum 3.Power-Networks coliseum 4.Innovation- Authenticity coliseum / This study applied the “Three Aspects of Strategy” and “Four Coliseums of Business” analysis on TSC’s four critical strategic issues including the issues of establishing the “Opto-Electronics Department”, establishing the “Water Treatment Department”, IPO, and establishing the “Used Machine Department”. From which we could conclude how the semiconductor raw material distributors enhancing their Value Proposition, improving their Value Delivery, and achieving their Value Capturing. The briefing of these four issues is as followings: Issue 1: Establishing the “Opto-Electronics Department” Establishing the “Opto-Electronics Department” was to extend the TSC’s business model from indent order business to stock sale business. Also, this issue strengthened TSC’s ability of technical service, logistics, and financial management. The success of DUV Resist brought annual revenue of over NTD1.8 billion in 2005. Other major products such as CMP slurry, Epoxy Molding Compound, IC Underfill Material…could also copy the business model of DUV Resist. Issue 2: Establishing the “Water Treatment Department” Establishing the “Water Treatment Department” was to create new business in the semiconductor manufacturers’ facility area. TSC built up their engineering capability and also the subcontractor network. The success of separating the water treatment business into pure water and waste water two categories let TSC could have their own brand waste water business. Water treatment business contributed NTD1.5 billion in 2005. Also it brought new business chance like Cleanroom and Chemical Supply System. Issue 3: IPO IPO to let TSC has much stronger financial flexibility. The company status has been up rated and could be easier to recruit excellent employees. The financial management capability had been improved and the business network is much stronger. Issue 4: Establishing the “Used Machine Department” Establishing the “Used Machine Department” was to address TSC as a Total Solution Provider of High Tech Industry. TSC captured the business chance of semiconductor manufacturing used machine off-shore service from which they could extend the business to used machine buy-and-sale, logistics, refurbish, installation, parts sourcing, calibration/tuning, and process parameter setting. The company vision of Total Solution Provider of High Tech Industry will lead TSC to exploit the semiconductor industry with a higher and thorough position. / Through the “Three Aspects of Strategy” and “Four Coliseums of Business” analysis we could confirm that the above mentioned four critical strategic issues are of great positive effects to TSC in the sense of Business Domain, Core Resource, and Business Networks. Also we could see the continuous growth trend in the Value-Efficiency, Competence-Organization, Power-Networks, and Innovation- Authenticity coliseums. Therefore, the key strategies applied in these four critical strategic issues could be the bench mark of semiconductor raw material distributors for their further growth. From the description of these strategic issues and the adjustment/correlation of three aspects discussion, we could conclude the key strategies for a successful business model of semiconductor raw material distributor, and list these key strategies with respect to our three themes of study: How does the distributor secure their position in the value chain i.e. how to enhance their value proposition? 1.Expanding the service base and providing the total solutions to customers is very essential to secure the agency rights 2.Maintaining a freely flowing and circumspect human relationship network is a must-do job of distributors. 3.Distributors should take very caution when developing own-brand products, should not damage the relationship with principles. 4.Attending the service quality contest will strongly promote company’s image and improve competence. In what way the distributor compete with their competitors and perform better i.e. how to perform their value delivery? 1.The ability of identifying customers’ needs is proportional to the success of continuous growth of distributors. 2.People are the most valuable assets of distributors. 3.Competitions inside customer’s organization should be handled with care, and should maintain good communications with each departments of customer. 4.Distributor should establish an integrated supporting/subcontractor system. How does the distributor make their own benefit feasible i.e. how to achieve their value capturing? 1.Multiple business models are adequate for distributor. 2.Rearranging current service contents to create new business niches. 3.Fully utilize core competence to extend product lines and create new values. 4.Nimble and integral financial management is the foundation of long-term growth and can capture company’s value.