With the emergence of China market, MNCs are so attracted by it on one hand, and so afraid of the high failure ratio of entering the Mainland China market. During the process of chasing the Mainland China market, MNCs usually rely on the subsidiaries of Taiwan for support, and utilize it to enter Mainland China. However, with the marker of Mainland China turning bigger and bigger, lots of MNC Taiwan subsidiaries seem to face the threat of substitution of China Subsidaries, and come up with the question weather Taiwan subsidiaries should be continued or not. This study has focused on the subsistence of Taiwan subsidiaries and the relationships between the Cross-Strait subsidiaries. This research is under the observation of Taiwan subsidiaries¡¦ value, Cross-Strait subsidiaries¡¦ resource asymmetry, and the nature of value activities, to explore how these variables influence the subsistence of MNCs¡¦ Taiwan subsidiaries. By Use of the strategic role of MNC subsidiaries, subsidiaries¡¦ dependence on MNCs, resource based view, and subsidiary¡¦s network characteristics, this research probe into the independent variable that influence the subsistence of Taiwan subsidiaries and the relation between Taiwan and China subsidiaries. This research uses questionary survey to collect data. The population is the list of foreignenterprises in Taiwan published by Dun and Bradstreet, 1999 / 2000. The subsidiaries belong to manufacturing industry and non-financial service industry and are owned by foreign MNCs. The scale of these subsidiaries is above 30 people and still under operation by now. We use multi-regression analysis, ANCOVA analysis, and binominal logistic regression analysis to examine the effects of independent variables on Taiwan subsidiaries¡¦ threat of subsistence. After analyzing 59 MNCs¡¦ Taiwan subsidiaries, the results reveal that the importance of Taiwan subsidiary, the resource and capability of Taiwan subsidiaries, the integration of Taiwan subsidiaries with MNCs, the local responsiveness of Taiwan subsidiaries , the industrial embracement of Taiwan subsidiaries, the similarity of value activities between Taiwan and China subsidiaries, do have influence on Taiwan subsidiaries¡¦ subsistence. In addation, different kinds of relation between Taiwan and China subsidiaries have its specific combination of dependent variables, and imply different degree of threat of subsistence.

Abstract Because of the motorbike market¡¦s atrophy in Taiwan from 1997,domestic motorbike companies must face it and change their strategies. This is a kind of unavoidable trend. Some of them developed new oversea markets, such as Europe, America, Japan etc. Some of them choose another different way, such as diversification. When these companies devote themselves to some kind of new domains, there are some serious questions which need to think about, such as ¡§What is the new model of development? ¡¨, ¡§What kind of business should we devote to? ¡¨,¡§Should we devote to related business or unrelated business? ¡¨, ¡§What is the related strategies? ¡¨, etc. This research will focus on the processes of strategy development. In other words, we will concern some agendas. Just as: ¡§Which business should we choose when our company devote ourselves to related business? ¡¨, ¡§Why do you determine it? ¡¨, ¡§How do you develop its strategy? ¡¨, etc. The research also strongly suggests that a series of effective strategies almost are based on the core competitiveness of enterprise. Because of the difference among different businesses, companies also have to develop its own unique strategies. This thesis will get a motorbike company, ¡§KYMCO ¡¨motor company, as a research target. We will explore further these questions.

Abstract The Kaohsiung Mass Rapid Transit system (KMRT) in its initial planning had several lines: red, orange, blue, brown, pink, green; creating a web-shaped MRT network, but due to funding constrain, only the Red and Orange lines are currently under construction, 42.7 km, traversing through the greater Kaohsiung area like a long ¡§cross¡¨, unable to meet the need of the entire city for public transportation. It is foreseeable that the Kaohsiung Rapid Transit Corp. (KRTC), which has a 36-year-BOT contract with the City to construct and operate the MRT, will have difficulty achieve its revenue target. The KRTC is under a great deal of pressure finding solutions, like using bus routes to supplement the MRT, to achieve a sustainable operation. The aim of this study concentrates on how to utilize the existing resources within the Kaohsiung Metropolitan area, with an emphasized goal on creating a web-shaped public transportation network, through strategies, organization, and integration. The study examines the financial feasibility for the KRTC to operate a second bus company, the pros and cons of purchasing or renting shuttle buses, and the strategies for operation. First, the study applies Michael Porter¡¦s 5-forces model in examining the current competitive situations of routes within the Municipal Bus Company, by using the competitive theory to discuss the potential activities and goals of a 2nd bus company. Then, with reference to the Harrison¡¦s Decision Making Process as a foundation for the KRTC to run a bus company was discussed. Second, referring to the Metropolitan Area Bus Network theory done by Dr. Jun-Shian Lee, the study examines if the KRTC integrated bus routes with the cross-shaped MRT to form a web-shaped public transportation network, what would be the most cost-effective ways of operation; how large an area of service should the shuttle bus reach; whether bus-purchasing or bus-renting would be more feasible financially; and what strategies, advantages and risks of operating such a shuttle bus company would be. With reference to the analytical theories on Business Competitive Advantages of Dr. Cher Min Fong, the study establishes the competitive edge of a 2nd bus company. The main purpose of this study, with careful comparisons done on bus renting vs. purchasing and investment strategies for operating the 2nd bus company, is based on an underlining wish: trying to bring a possible solution for the successful operation of the KRTC.

Internet相關的議題已成為近來的人們話題之一，隨著愈來愈多的Internet商業化應用，新的Internet技術與標準也迅速的出現，擴展Internet應用的企業流程設計亦吸引了各種產業的注意。這個趨勢促使愈來愈多的公司開始深思Internet應用對價值活動、企業價值鏈以及在整個價值系統中扮演的角色可能產生的影響。 本研究藉由不同的Internet商業應用來探討方面的影響以及這些應用滲入企業活動的程度，其中本研究中所謂的網際網路應用包含Internet、Intranet、Extranet三者；在探討價值鏈受到的影響方面，則分為價值鏈主要活動、價值鏈支援活動以及價值系統幾部分來作探討。 主要的資料收集方式是藉由對台灣地區八家企業的資訊主管作深入訪談；而資料分析方式則是比較每家公司採用Internet應用前後在價值活動的變化，並審視每家公司在價值系統中角色的改變。本研究提出十個命題來描述不同型態的應用如何幫助形成新的價值活動，以及價值鏈與價值系統角色的扮演所受到的影響。此外，研究結果也發現政府搖擺不定的政策與網路安全為Internet商業化應用成長上最大的阻礙。 / New Internet technologies and standards have emerged rapidly with the increasing Internet applications in business. Business Process designs whichexplorre the opportunities that internet applications offer has alsoattracted much attention among all types of industries. This trend has encouraged more and more firms to ponder the potential impact of Internetapplications on a firm's value chain, value activities, and also its rolein the whole value system. This paper attempts to investigate this impact by identifying the various categories of Internet business applications and the extent these applications penetrate the operation of business. Primary data are collected by in-depth interviews with information managers of eight firms in Taiwan, R.O.C. Data analysis includes comparing the value activities of each firms before and after the adoption of Internet applications, examining how the value chain and the firm's role in the value system change. The relationships between some characteristics of the firms and the extent of Internet business applicationsare determined. Ten propositions are offered to describe how different types of applications help shaping new value activities, value chains, and the roles in value systems. This research also discovers that the uncertainty of Government regulations and the lack of Internet security features are two mainstumbling blocks in the growth of Internet business applications.

身為供應商，服務一個開始國際化的客戶是其企業成長的重要契機，為了因應客戶海外設廠，廠商面臨不得不跨出母國市場的壓力。臺灣過去是全球許多資訊產品的生產重鎮，但近年來許多廠商開始進行海外直接投資，將生產線移至亞洲(如中國大陸、越南等)、北美(墨西哥)或歐洲(捷克)等國家，臺灣的供應商開始感受到客戶外移的壓力，中心廠將生產基地外移，連帶促使其上游產業也陸續跟隨其客戶至一起至海外進行投資，在考量組織資源與客戶服務的天平上，供應商在此議題必須做出重要的抉擇。是該在當地設立完整價值活動的子公司，還是以出口方式來服務？是否存在其它折衷的策略選項？不跟隨客戶進行國際化，可能因無法維繫買賣關係而喪失該客戶，跟隨客戶國際化，又面臨到環境的不確定性及跨國營運的挑戰，企業需要尋求可以兼顧客戶關係與維持原有優勢的營運方式，同樣面臨客戶在海外設廠的情境，為何供應商在價值活動的國際化上會有不同的決策？對於製造業的供應商而言，營運活動之佈局尚未獲得完整解答，因此，本論文探討之研究問題包括：(一)當母國客戶在海外設立製造據點時，供應商的國際化跟隨策略為何？(二)當母國客戶在海外設立製造據點時，供應商價值活動的跟隨決策受到哪些因素的影響？ 本研究以供應商為研究對象，與客戶接觸之價值活動為分析單位，針對研究問題一，透過個案研究，本研究探究國際化跟隨策略之內涵，發現「價值活動之地理位置」與「價值活動之決策權」為跟隨策略之兩個重要構面。針對研究問題二，透過問卷調查，本研究證實跟隨決策之影響因素：供應商對客戶的依賴關係會增加供應商決策權外移程度；供應商內部作業鑲嵌程度愈高時會促使廠商採取價值活動留在母國；客戶集權程度愈高時，供應商之價值活動與決策權均傾向留在母國；價值活動與客戶海外據點之知識與決策鑲嵌程度，會促使供應商將價值活動與決策權均移往地主國。 本研究從個案資料及組織間關係的依賴、同形及鑲嵌觀點等理論觀點，以供應商之主要客戶海外設廠為主要研究情境，探討供應商之國際化跟隨策略內涵與影響因素，並進行理論意義與實務意涵之討論。 / As a supplier, serving an international customer is a key opportunity of growth. Taiwan was a major manufacturing country of many electronic products in the world in the past. But in recent years, many firms, for cost or service concern, start to move their production lines to China, Vietnam, Mexico, Czech Republic, etc. The suppliers of these firms face pressures from customer migrations. By exporting to serve the customer in the host country, the buyer-seller relationship can not be well-kept. By Setting up a completed value activities subsidiary, the suppler face the uncertainties and challenges of cross-border operations. To or not to go, it’s an important decision the supplier must make. Furthermore, facing the same situation, customer’s FDI, why firms chose different strategies？ This paper considers both inter and intro organizational interactions to discuss this issue. Two research questions are investigated. First, to quickly respond to the key customer’s demand in the host country, what is supplier’s customer-driven internationalization strategy? Second, what factors would affect supplier’s customer-driven internationalization strategy. In other words, this research aims to explore the influential factors abut a supplier’s internationalization strategies to service home customer’s demand in the host country. This study takes the view of a supplier, who faces the key customer set up manufacture unit in host country. In order to explore the issues, this study adopted two study researches. At first, this study took 7 case studies form 6 companies to confirm the decision dimensions of internationalization strategies. We found that the locations of activities and the degree of decision power are two important dimensions of supplier’s internationalization strategies. Secondly, according to survey results from 103 suppliers in Taiwan, the findings include below. (1) Positive relationship between suppliers’ dependency and decision power in the host country. (2) The higher internal-embeddedness of the activities, the higher possibilities the location of the activities would located in the home country. (3) Negative relationship between customer’s decision centrality and decision power in the host country. Also negative relationship between customer’s decision centrality and the possibility the location of the activity would located in the home country. (4) The higher external-embeddedness of the activity, the higher possibilities the location of the activity would located in the host country. Also positive relationship between external-embeddedness and decision power in the host country.

2007年6月，華碩電腦發表Eee PC精簡式筆記型電腦，此創新產品俟後由臺灣資訊工業策進會市場情報中心（MIC）統稱為精簡型小筆電，簡稱小筆電，英文名稱則採用美商英代爾對於這款產品的統稱：Netbook。 Eee PC所設定的目標市場著眼於消費性市場，將產品定位於已開發國家使用者的第二臺電腦以及開發中國家使用者的第一臺電腦。產品上市後掀起銷售高潮，由於小筆電的加入，筆記型電腦在2008年第三季出貨量首度超越桌上型電腦，比先前2007年預估提早兩年，Eee PC因而被譽為臺灣電腦廠商價值創新的一大步。 本研究主要的探討問題有四：核心技術能耐發展策略對於產品創新的影響為何？ 品牌與ODM廠商在創新產品開發上的合作與分工為何？ 品牌廠商因應競爭者之破壞性創新的作法為何？ 核心技術能耐為基礎的產品創新在市場上所需具備的成功條件為何？ 在研究設計上以策略與組織、技術、市場三構面做為主要分析架構。策略與組織構面由領導者企圖心、核心競爭優勢、企業文化、組織架構、企業網絡定位等變項構成；技術構面上由產品研發經驗、內部知識傳遞、外部資源網絡、產品開發管理等變項構成；市場構面由品牌效益、顧客需求、產品行銷、產業合作網絡等變項組成用以探討對於破壞性創新產品構思及開發階段的影響。研究方法上採用「個案研究法」，以領導廠商華碩與宏碁為研究對象。在資料上透過企業訪談與次級資料蒐集的方式來了解個案公司在創新產品的發展過程，並結合核心競爭力、產業價值鏈、破壞性創新、新產品開發程序、吸收能耐與知識傳遞、技術面競爭策略等學理加以分析，本研究所獲得的研究發現如下： 一．建立核心競爭能耐的方向及重點決定了企業在產業價值鏈的位置與所從事的價值活動。 二．企業基於核心技術能耐發展策略而對產品創新方向做出技術領導者與技術追隨者的不同策略選擇。技術領導者著重產品的破壞性創新設計，技術追隨者著重於產品成熟技術的市場性。 三．品牌廠商與ODM的研發製造合作關係上，考量中心點在於顧客對企業的認知價值。品牌廠商並以平均分配（Allocation）與相互制衡（Leverage）為策略，取得各家資源之長為己用。 四．設計代工廠從OEM經營模式進入ODM經營模式，在逐步接手研發價值活動後，ODM設計製造廠開始投入自主研發，成為個人電腦產品技術提供者。但在缺乏通路品牌下，所創造的產品創新價值只能透過品牌廠技術採用將創新價值傳達至消費者。 五．企業發展破壞性創新產品時，原價值網絡上具產業主導地位的供應商透過關鍵技術的掌握，並經由品牌行銷掌握終端使用者，形成不易突破的慣性，對於廠商產品創新產生鉗制作用。 六．企業發展破壞性創新產品若無法取得市場客戶對產品的價值認同，則雖有技術成就，但難以成為產品的競爭優勢。 七．企業在發展破壞性創新產品過程中，若缺乏行銷業務部門參與，將可能造成產品上市後的市場資訊掌握失準。 八．破壞性創新產品所設定於原價值網絡的目標市場，往往因為高科技產業的不確定性因素，在實際執行時意外產生新應用，產品因而進入新價值網絡的新市場。 九．破壞性創新產品進入新市場時不確定因素多，廠商因需求不易掌握而經常發生嘗試錯誤的探索行為，但市場晚入者觀察先驅者經驗，往往能立即掌握正確資訊而迅速反應市場需求。 十．企業發展破壞性創新產品，若未造成有效技術差距，技術領導者與市場先驅者將不易維持首動者優勢。技術追隨者與市場晚入者藉由學習領導者經驗將有機會快速超越。 本研究最後並提出一些實務上建議，以做為產業界發展核心技術能耐策略與發展破壞性創新產品的參考。 / In June, 2007, Asus Computer announced her Eee PC in Computex Taipei, Taiwan International Computer Exhibition. The simplified notebook then named “Netbook” due to its lightweight design and focused internet application. Eee PC was aimed on consumer market of developed countries, targeted as “Secondary Computer” for existing computer users, as well as first computer to the user of the developing world, the name “Eee” derives from "the three Es", an abbreviation of its advertising slogan for the device: "Easy to learn, Easy to work, Easy to play". By third quarter of 2008, notebook shipped quantity including netbook, had exceeded desktop computer, two years advance from prior market research report’s estimation made before netbook product rollout in 2007. Eee PC was praised as stride-out of value innovation of Taiwan computer industry. Problem discoveries and definitions in this research are: first of all, what is the influence of core technology development strategy toward product innovation? Second, how brand owner works with ODM suppliers on innovative product development? Third, how brand owner reacts to disruptive innovation? Last, what are market successful factors of an innovative product which based on core technology competence? Analysis framework of this research consists of three aspects: strategy and organization, technology, marketing. As an exploratory study, research design is qualitative research and case study over certain firms: Asus and Acer, with 90% market shares of netbook in year 2008. For data gathering, primary data came from interviews to firms’ management team members, specifically R&D and PM Directors, secondary data studies came from varies sources: research reports, annual reports, and so on. To explore the influence of core technology competence toward product innovation in idea generation and product development stage, study of related theories in advance is necessary: core competence, value chain, disruptive innovation, new product development procedure, absorptive capability, knowledge transmission, and competitive strategy of technology. Discoveries of this research are: 1.Direction and focus of establishing core competence decides the firm’s position in value chain and the value activities firm engaged. 2.Core technology competence development strategy directs firm’s choice of technology leader or follower, leader focuses on innovative product design, follower focuses on mature technology’s market taking. 3.Customers perceive value is the key consideration that brand owners work with ODM suppliers. “Allocation and Leverage” are strategy that brand owners manage multiple ODM suppliers. 4.From OEM to ODM business model, ODM firms start to develop own independent research projects, this trend leads ODM to be technology supplier in foreseeable future. But, research results can only go through brand owners to consumer market. 5.Key technology suppliers of existing value network will obstruct disruptive innovation products through market’s inertia. 6.Technology based innovative products can’t have competitive advantage in the market without customer’s perceive value. 7.Sales marketing team’s participation is important for disruptive innovation during product development stage. 8.Unexpected new value network will emerge due to uncertainty of high-tech industry, new application out of target market leads to new value network which is different from existing one. 9.Pioneer frequently tries and error for disruptive innovation product due to uncertainty of market, late entrant learned from pioneer’s experience, and react to market demand efficiently. 10.Innovative product without technology gap, firm can’t maintain first mover advantage too long, technology follower have chance to transcend in short period. Conclusions of this research are summarized from above discoveries, and suggestions to industry firms made by this research can be reference to firms’ development strategy of core technology competence as well as product development of disruptive innovation.

This thesis is aimed on evaluation of the financial situation of a concrete company. In the first part, there is a profile of the company, and a basic performance analysis of internal and external factors which influence the company. The second part of thesis is an explanation of financial analysis, the principles of which are applied. In the third part, data gathered about the company is analysed and compared with a competitor. The final part of the work describes proposals to improve the financial situation of the analysed company.