華山創意文化園區的產業化發展受到一個由國家、藝術社群與企業三方構成的社會結構影響，藝術社群、國家與企業三者在不同階段扮演了關鍵的角色。此轉型過程經歷文化創意產業化的價值張力現象和政策磨合，揭示了上述行為者對於空間規劃與產業發展的不同主張，一方面造成其不同的信任與競合關係；另一方面也造成空間功能的轉向－此地區由一個位於前端的藝術創作聚落轉變成為靠近後端的大眾文化消費園地。 本文認為文化創意產業化的過程將引發行為者不同的價值取向，其原因為：一、精緻藝術與通俗文化的特性不同；二、創作前端與市場後端的需求與運作邏輯不同。而為了尋求文化與產業的永續發展，政府必須回應這種特殊的產業特性，扮演彈性的平台角色，一方面能夠觸動行為者的相互交流、理解與信任關係，使其自由溝通並跨界合作，誘發各種創新的可能；另一方面需要釐清空間的角色與功能，讓有效的補助與保護機制連結網絡關係及群聚效應。如此一來，這樣的制度環境能夠鼓勵創新，不因產值思維而壓抑創意，而創作前端與市場後端能夠充分活化與溝通，進一步完整價值鏈機能。 / The industrialized development of Huashan Creative Park was influenced by the social structure, composed of the state, the community of artists and the enterprise. These three factors played crucial roles within different phases. The Industrialization of culture and creativity resulted in tensions between discrepant values as well as policy modification within the transition, which displayed diverse positions toward spatial planning and industrial development from different factors. The tensional phenomenon not only altered the relationships of trust and contention among factors but also brought about functional change of the space－this cluster of art creation near the front end of value chain turned into a pop culture consuming park near the back end. This paper argues that industrialization of culture and creativity will lead to dissimilar value orientations of factors because of two reasons：the first, distinct features of fine art and pop culture；the second, different needs and logic of creating front end and consuming back end of the value chain. In order to build up sustainable development of culture and industry, the government is suggested to deal with this kind of special industrial feature and take a role as a flexible platform. On the one hand, this platform should induce interaction, understanding, and trust between factors as well as generate free communication, synergies among multi-fields, and all possibilities of innovation, on the other hand, it can clarify the significances and functions of spaces as well as connect network and cluster effect to complete the function of value chain by an appropriate protective system and subsidies. As a result, this institutional environment can encourage innovation and interaction between creation and market instead of oppressing creativity due to output value requests.

臺灣半導體產值已佔全球半導體產值的百分之二十，而臺灣IC設計產值亦已佔全球第二位之重要位置，然而現今在全世界之市場、產品定義、及產品規範都掌控於歐美世界大廠之手，臺灣IC設計產業如何擺脫低價競爭之厄運，甚至有時就算低價競爭，也無法在歐美IC設計大廠已攤平開發成本下，在價格上取得任何優勢；因此在原有臺灣IC設計產業舊有之經營模式，大陸山寨市場提供一個絕佳從資通訊產業上、中、下游之產業鏈重組之模式，臺灣IC設計產業因此在經營模式上必須找出一可以創造產業鏈上、中、下游多贏之經營模式。山寨手機是目前相當成功的一個案例，也創造出一個華人市場特有的手機產業鏈模式，因此此一成功案例也成為目前臺灣IC設計產業最想複製並找出其中致勝之道。 本研究主要探討之問題有四：晶片設計產業，在擴散其核心競爭力時，往往是跨產業別之新的開始，應考量之要點為何？ 為切入成熟市場，新的晶片設計公司從”邊陲市場”切入該產業時，產品需提供何種差異化?需提供何種服務並如何取捨? 晶片設計公司原本為腦力密集產業，強調是小而美；然而面對現今山寨產品之風行，山寨系統廠將營運重心轉往銷售及量產管理，則晶片設計公司在組織上如何因應此種產業分工之改變? 晶片設計公司之核心能耐擴展，在山寨市場所需具備之條件為何？ 本研究主要藉由策略與組織、技術能力、與市場因素三個構面做為主要分析架構。由三主要架構再細分各架構之變項，在策略與組織中，共有企業經營團隊、核心競爭優勢、組織架構、及網絡定位等變項；在技術能力中，則有過去所累積之產品開發經驗、內部知識傳遞之效率、外部可利用之資源網絡、產品開發管理制度、組織學習能耐及企業之知識管理系統等變項；在市場因素中，則有市場需求之變化、產品行銷、產業合作網絡、及政策因素。 本研究所獲得之研究發現則針對於策略與組織、技術能力、與市場因素此三構面分別描述如下： 一、 在IC產業擴展產業別時，穩扎穩打以鞏固進入產業核心競爭力之根基為企業領導者之主要任務，因此循序漸進為較適當之策略展開作法。 二、 IC設計公司為對客戶提供更多的服務，且面對新的挑戰時，從現有組織分出一獨立組織，或是在公司內部創造出新的組織結構，以便重新定義新流程或定義新的工作型態。 三、 當IC設計產業為因應山寨產業之生態，若需跨足原先IT產業分工中，屬於品牌廠所需負責之工作時，因財務之負擔，必須審慎以對。 四、 企業以”邊陲進入”之模式切入成熟產業，若在硬體平台相類似下，僅以低成本之差異，但無法取得消費者在其他產品特性方面之認同，則將難以形成產品認同。 五、 企業在跨入其他產業時，利用購併之方式快速取得核心技術，重新定義新任務所需之流程及價值觀為首要任務。 六、 技術追隨者在進入市場時，選擇以”邊陲市場”進入為一正確之選擇，然而利用”五力分析”分析市場競爭者之動態，隨時調整本身策略為更重要之功課。 / According to the market report, 20% market share of world wide semiconductor market is supplied by Taiwan’s companies, and the total market share of Taiwan’s IC design house is ranked as second within world wide IC design companies. But until now, all of the product definition and product specification are dominated by USA or Europe companies. Even to offer the price competition strategy to the target market, sometimes Taiwan’s IC design house also cannot break even by the traditional quickly follower business model. China market offers a good market, which is different with the traditional business model, to re-organize the business chain, and we called it as “Shanzhai” market. Taiwan’s IC design company could define a new business supply chain to win back some market share within the mature market. “Shanzhai” mobile phone market is a successful case, and it also create a special business supply chain within Chinese countries. Based on this successful case, other Taiwan’s IC design companies also want to analyze and find out the successful business model. Within this research, there are four questions should be covered, and shown as below.  Within the IC design industry, what’s kind of consideration should be discussed when it try to expand it’s core competition?  When a new IC design company want to cut in a mature market, what’s kind of service should be considered except the product differentiation?  IC design house is a high technology company and focus on small size but with high quality engineers. If IC design companies tried to target on servicing the “Shanzhai” market, they how to re-organize the traditional organization to meet the different models with small quantities business models.  To expand the IC design house core competition for servicing “Shanzhai” market, what’s kind of conditions should be prepared? Within this research, it consists and discussed from three dimensions which are strategy and organization, technology capability, and market factors. Under the three dimensions, there are some detailed key factors should be covered. Under the strategy and organization, it should cover company management team, core competition analysis, organization structure, and the position within the supply chain. Under the technology capability, it should cover the product development experience, the knowledge communication efficiency internally, the learning capability of new technology, and knowledge management system. Under the market factor, it should cover the analysis of market demanding, market promotion, business cooperation, and policy consideration. By the three dimensions(strategy and organization, technology capability, and market factors), this research have the following finding. 1. When the IC design company expand it’s core business, it is better to expand the core business sequentially as it’s strategy. 2. In order to provide more new services other than traditional services of IC design company, the IC design house is much better to organize a new supporting organization or re-organize a new section to support to re-define the working SOP or define a new working model. 3. In order to service the “Shanzhai” market, the IC design company may involve the service of traditional brand name company’s business. The financial burden is a critical issue should be considered at first. 4. When the IC design house tried to step into a mature market as technology follower, it should try to find other differentiation point other than lower price only. 5. When the IC design house try to merge other IC design company for quickly step into a new market, the first priority is to re-define the new working SOP and target task for new group. 6. The technology follower select a second/or third priority market as their target market is a correct selection. But the most important is to adjust the own strategy dynamically according to competitor’s status.

個案銀行力行顧客關係管理員制度（CRM）背景，爰因客戶資料分析經驗顯示與現有的顧客做生意，成本只有開發新顧客的1/5至1/8；80/20 法則，告訴我們企業80% 的利潤來自 20% 的顧客。且因個案銀行深知銀行競爭激烈，有形的產品價格競爭不具差異性，企金客戶經理AO能替客戶創造無形價值的服務能力，便成為決戰未來的能力，惟有用對方法，深化與客戶互動的品質，創造感動的服務，就能維持長久競爭優勢。 該銀行採「全功能分行」模式，並對企金AO採雙軌矩陣式管理之組織改造，行政管理隸屬分行經理，業務目標績效發展隸屬總行企金部並行制，歷經逐年個案銀行經營績效亮麗表現實證，的確是一個行得通的商業模式。並不斷加強企金AO交叉銷售能力(CROSS-SELLING)，成果顯示，改造後組織績效已等同金控集團彼此整合之共同行銷效能。因此近5年以非金控組織架構下仍堅持走自己的路，奮力圖強，業績仍然表現亮麗。同時也採行扁平化組織，進行作業中心制、區域中心、到事業部的組織改造在保留原分行風貌、雙軌制下，實施KPI目標設定、職位職等新制、績效管理與發展，並通過現金增資提供員工參股，屬於調合式的變革管理。 因成立作業中心後，除了可減少人為疏失及人謀不臧的風險外，亦可經由專業化的人員作業而將風險有效控管，並且更進一步的將徵授信作業流程E化。近期更致力建置良好的客戶信用評等系統且與並和風險訂價系統及績效評核系統整合。此等運作因此，可避免營運陷入惡性競爭，提升風險控管能力，亦有別於過去的放款作業形態不完全依賴業務人員的人為判斷。對於不同風險等級的授信對象，給予不同的利率，儘可能做到質價並重。

<p>Through a harmonization of IT-tools among intraorganizational units synergies can be attained through economies of scale and homogenous interfaces towards supply chain partners. In this thesis the possibilities for such synergies at Siemens Medical Solutions in Germany are investigated. By evaluating performance of IT-tools and the cost impact of different scenarios recommendations for harmonization at Siemens Medical Solutions are given.</p>

<p>Changes in sectors and industries have brought new challenges to corporations as well as been important driving forces for the dynamics in strategy at the corporate level. With the dramatic developments of the 1990’s in mind, such as multilateral free-trade agreements, liberalization, privatization, sharp industry growth/decline, increased competition and globalization, in particular within the telecom and the construction industry, this study contributes to describing and understanding strategic change at the corporate level as well as changes in the division of work within value chains. Strategy is defined as intentions, decisions and actions that relate to bundling and unbundling at different strategic levels, aiming to establish and reestablish a value chain position. Thus, outsourcing, M&As, modularization and systems development and sales are important strategic components which are examined from a value chain perspective. From a value chain perspective, the purpose of this study is to describe and understand strategic change at the corporate level in the telecom and construction industries during the 1990’s. More specifically this study shall contribute to describing and understanding (i) the dynamics of and between M&As, outsourcing, modularization and systemization, as well as (ii) industrial and financial drivers to strategic change.</p><p>The conclusions describe strategic change from a value chain perspective using three descriptive patterns, including an increasing degree of specialization and need for interorganizational coordination across the value chain. In addition, outsourcing and modularization of systems and an increased scope of offering through systemization and BOT-projects, result in the fact that due to M&As the horizontal boundary of the firm sometimes goes beyond the industry scope while the vertical scope is often narrowed through outsourcing. The conclusions also focus on understanding the content of strategic change, that is to say the dynamics of and between mergers and acquisitions, outsourcing, modularization and system sales. These findings are summarized in nine explanatory patterns. These patterns show that the strategic decisions of bundling and unbundling at the corporate and functional level through mergers and acquisitions, outsourcing, systemization and modularization are guided by an industrial as well as a financial logic. By considering the descriptive and explanatory patterns found this study, the conclusions also include what to expect during the next decade with regard to corporate strategy from a value chain perspective in five predictive patterns.</p>

Through a harmonization of IT-tools among intraorganizational units synergies can be attained through economies of scale and homogenous interfaces towards supply chain partners. In this thesis the possibilities for such synergies at Siemens Medical Solutions in Germany are investigated. By evaluating performance of IT-tools and the cost impact of different scenarios recommendations for harmonization at Siemens Medical Solutions are given.

Changes in sectors and industries have brought new challenges to corporations as well as been important driving forces for the dynamics in strategy at the corporate level. With the dramatic developments of the 1990’s in mind, such as multilateral free-trade agreements, liberalization, privatization, sharp industry growth/decline, increased competition and globalization, in particular within the telecom and the construction industry, this study contributes to describing and understanding strategic change at the corporate level as well as changes in the division of work within value chains. Strategy is defined as intentions, decisions and actions that relate to bundling and unbundling at different strategic levels, aiming to establish and reestablish a value chain position. Thus, outsourcing, M&amp;As, modularization and systems development and sales are important strategic components which are examined from a value chain perspective. From a value chain perspective, the purpose of this study is to describe and understand strategic change at the corporate level in the telecom and construction industries during the 1990’s. More specifically this study shall contribute to describing and understanding (i) the dynamics of and between M&amp;As, outsourcing, modularization and systemization, as well as (ii) industrial and financial drivers to strategic change. The conclusions describe strategic change from a value chain perspective using three descriptive patterns, including an increasing degree of specialization and need for interorganizational coordination across the value chain. In addition, outsourcing and modularization of systems and an increased scope of offering through systemization and BOT-projects, result in the fact that due to M&amp;As the horizontal boundary of the firm sometimes goes beyond the industry scope while the vertical scope is often narrowed through outsourcing. The conclusions also focus on understanding the content of strategic change, that is to say the dynamics of and between mergers and acquisitions, outsourcing, modularization and system sales. These findings are summarized in nine explanatory patterns. These patterns show that the strategic decisions of bundling and unbundling at the corporate and functional level through mergers and acquisitions, outsourcing, systemization and modularization are guided by an industrial as well as a financial logic. By considering the descriptive and explanatory patterns found this study, the conclusions also include what to expect during the next decade with regard to corporate strategy from a value chain perspective in five predictive patterns.

In this thesis an explorative study was undertaken with the aim to study how a number of private care providers, as well as politicians and officials from councils in and around the Stockholm and Uppsala counties, think about the future of the Swedish elderly care from a property perspective, i.e. homes for the elderly. The analysis shows that there is a demand for capacity in 6 out of 16 municipalities, and that the property is an important part of this capacity, and the fulfillment of it. This was mainly due to the cost of capital, but also because of several other factors such as lack of land, a wish to guide the design, ideology, and in many cases a wish to use the property as an instrument of domination to control private health care providers. Also, the property was show to be connected to economic competition, to freedom of choice, and to quality. The problems related to the property in the market for elderly care still remains to be solved. The writer of this thesis suggests that, among other things, patients should be treated as customers to a larger extent and problems that counter competition must be solved. Lastly, the writer has analyzed the situation in the Swedish market for elderly care from a value creation perspective. It is suggested that value can be created in both the network and within the company, even if the companies are competing, and thus ought to compete and not cooperate. / I denna uppsats har en explorativ studie företagits med målsättningen att undersöka hur ett antal privata vårdföretag samt politiker och tjänstemän från ett antal kommuner i och runt Stockholms- och Uppsala län tänker kring framtiden för den svenska äldrevården. Utgångspunkten har tagits ur ett fastighetsperspektiv, närmare bestämt vårdboenden. Bakgrunden ligger i det stora behovet av äldrevård som växer fram i Sverige och som beräknas nå sitt maximum kring 2035. Genom intervjuer har respondenterna fått svara på frågor om fastighetsbehovet, om konkurrens samt om, och i så fall hur, fastigheten kunde kopplas till kvalitet, valfrihet och konkurrens. Analysen visade att behov förekom i 6 av 16 kommuner, och att det påverkades av bland annat deras inställning till ägande och privata vårdgivare. Vidare visade sig fastigheten vara en viktig del i behovet och lösningen utav det samma, främst på grund av kapitalkostnaden, men också på grund av faktorer så som markbrist, en vilja att styra utformningen, ideologi och i flera fall en vilja att använda fastigheten som ett domineringsinstrument för att kontrollera privata vårdgivare. Konkurrensen sågs till viss del som ett utbyte framför en tävling. Slutligen framkom att fastigheten, om än som en underordnad komponent, kunde kopplas till konkurrens som nyss nämnda instrument, till valfrihet genom attraktivitet i läge och utseende, och till kvalitet som möjliggörare av effektiv vård och med rätt utformning. Fastighetsproblematiken i stort för vårdmarknaden, speciellt kopplat till LOV, återstår att lösa och författaren föreslår bland annat att vårdtagarna bör ses som kunder i större utsträckning och att konkurrenshämmande problem skall åtgärdas. Avslutningsvis har författaren analyserat situationen på den svenska vårdmarknaden ur ett värdeskapande perspektiv, kopplat till Porters, Stabell och Fjeldstads teorier om värdekedjor. En problematisk situation, sett till konkurrenskrafter på marknaden, iakttogs som orsak till att de privata vårdföretagen tycks medvetet eller omedvetet skapar värde tillsammans genom värdeskapande i nätverk parallellt med verksamhet enligt den traditionella värdekedjan, trots att detta motverkar ökad konkurrens. En möjlig förklaring är en kombination av oplanerat resursinterberoende och att det är ett slags relationsbyggande mellan företagen, orsakat av en imperfekt marknad.

Detta examensarbete handlar om en uppföljning av en enkätundersökning enligt EFQM modellen som genomförts vid BT Products. Uppföljningen består i en djupare analys av undersökningens resultat med fokus på vissa av dess delar. De områden som huvudsakligen behandlas är företagets medarbetare, processer och ledarskap. Tyngdpunkten ligger i att klargöra orsakssamband mellan enkätens olika områden samt att gå djupare in på- och identifiera samt beskriva starka och svaga sidor hos dem. Intervjuer, observationer och statistiska metoder har använts för detta syfte vilket resulterat i att det framkommit möjligheter att förbättra verksamheten i flera avseenden.   De viktigaste förslagen till förändringar är:   En förändrad organisationsmodell med fokus på värdekedjor   Förändrade ansvarsförhållanden och tillhörigheter   En långsiktig inriktning mot en styrmodell med utgångspunkt i värden och företagskultur / This diploma work acts about a follow up of a questionnaire survey according to the EFQM model as been implemented at BT Products. The follow up consists in a deeper analysis of the survey's results with focus on certain of its parts. The main areas considered are the company’s employees, its processes and leadership. The fundamentals of it lies in clarifying connections with causal effects in between questionnaire's different areas and to make a commitment to deeper on and to identify and to describe strong and weak sides. Interviews, observations and statistical methods have used for this aim, which resulted in possibilities to improve the organizations performance in several respects.   The most important proposals to changes are:   A changed organization model with focus on value chains   New relations for responsibility and domicile   A long-term direction towards values and corporate culture as means of control

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.