Abstract This study, based on the strategic analysis of resource-based theory, and a systemic framework of port strategy, is planed by cooperating resources, businesses, organization, coordination and control. In a great corporate strategy, all of these elements are aligned with one other. That alignment is driven by the nature of the firm¡¦s resources. The firm¡¦s resources are the unifying thread and, ultimately, determine the others (Collis & Montgomery, 1998). Which to analyze Kaohsiung Port strategy gathered data from deep interview and second-hand materials. According to the survey, we judged the five elements of Kaohsiung Port to be ;the general nature of resources; the narrow scope of businesses; the large corporate office size; the transferring style of coordination mechanism; and the financial control system. Thus, we suggest that the port enlarge the scope of businesses, reduce the size of corporate offices, and to revise the financial ¡]result¡^control system. These will make each element fit with its nature of resources, improve the consistency of each element, and create a synergy of strategy.

From different points of view, including Resource-Based Theory, Resource-Advantage Theory, and Structure Conduct Performance, the research was firstly discussed if the iron and steel enterprises would have different competitive advantages with different strategy segmentations. In addition, how investors make investment decision and how management level distribute resource into which financial indicator in order to strengthen competitive advantage were discussed as well. The research was collected financial data (from year 2004 to 2008) of 40 domestic iron and steel companies which are listed in public stock market (including OTC) as sample pool. The sample pool was segmented into four groups, such as products, value chain of upstream to downstream, and top-to-down consolidated strategic groups. Competitive advantage was classified by average of equity return ratios of shareholders, and financial ratios were applied to analyze the source of competitive advantage in iron and steel industry. Firstly, started to analyze financial ratios of each group by description statistic method and implemented factor analysis to figure out common factors. Furthermore, from investors point of view, to clarify how those factors to be reflected on operating performance by applying multiple regression analysis. Moreover, from business operating level¡¦s eyes, to distinguish enterprises with competitive advantage from each strategic group. The result was shown that each strategic group has different sources of competitive advantage. Therefore, recommendations of the research are listed: I. Investors should invest in enterprises with better current ratio, quick ratio, and guarantee of multiplied interest. II. Aggressive investors should invest in enterprises that have stainless steel products and consolidated business from upstream, mid-stream, to downstream. III. Conservative investors should invest in enterprises that have plate steel products and consolidated business from upstream, mid-stream, to downstream. IV. In order to create resources of competitive advantage, management level of each strategic group should increase financial signals as first priority: 1. Plate steel and downstream enterprises: value-added of unit salary and percentage of employee bonus out of profit. 2. Bar iron, stainless enterprises with consolidation of upstream to mid-stream and top-to ¡Vdown conformity: current ratio, quick ratio and guarantee of multiplied interest. 3. Alloy steel enterprises: ratio of debt out of net assets, percentage of loan, stock and account receivable out of net assets ratio, and net assets out of assets ratio.

光電產業一直是政府積極輔導與推動的重點產業，不論是在光顯示、光儲存光通訊、光輸入、光輸出產業等，歷年來都有不錯的成績。其中尤其是光顯示與光儲存更是占整體產業的大宗。歷年來在掃描器、光碟機、光碟片等多項產品，都曾有位居世界霸主的地位。 自從光碟片問世以來，光碟已經扮演現代科技的重要角色，它既方便攜帶還有儲存容量也大，體積、面積也小了許多，非常符合現代要求如此高效率的時代，而光碟的用途也分成很多類，例如儲存影片、音樂、軟體等等用途，由於光碟的問世，也使得早期使用的磁片、錄音帶、錄影帶等等這些東西，都逐漸被光碟給取代。而光碟從只能儲存聲音的功能，發展到可以儲存影片、軟體等。在這其中，台灣廠商以優異的製造能力與快速擴展產能的策略，建立起光碟片製造王國，總產量佔世界第一，前幾大光碟廠皆為台灣廠商。然而，台灣光碟廠商雖然隨著市場需求而持續成長，但卻始終陷在供過於求的產業困境中，價格快速下跌，加上高額權利金負擔，讓台灣光碟廠陷入經營的窘境。本研究主要是針對紀錄型光碟片產業，收集相關產業資訊，並根據文獻探討擬定研究架構作為產業分析之基本架構；探討過去產業快速成功但卻又深陷供過於求的泥淖的原因，在競爭優勢分析上運用波特競爭理論、五力分析與鑽石理論，並以個案公司為例，瞭解台灣光碟片產業之競爭優勢情形，對產業未來發展提出策略建議。 / Optoelectronics industry has been the focus and promoted by the government. The optical display, optical storage, optical communication, optical input, and optical output industries, have gained good performance in the past years. Especially the scanners, optical disc drives and optical disc media had been the dominant roles in the world。 Since the introduction of the optical disc, it has played an important role in modern high technology. It is convenient to carry over, its large capacity, and the compact size, all meet the requirements of high efficiency. The disc can be used for various purposes of video, music, and data storage and it quickly replaced the floppy discs, audio/video tapes. Taiwan's manufacturers used the strategy to build up the huge capacity rapidly with excellent production capability. The total output has been world number one. However, the market demand continues to grow, but it has been always stuck in oversupply. The rapid declining product prices and the high loyalty burden make the manufacturers in awkward situations. The purpose of this thesis is to focus on analyzing why it succeeded before and why it became oversupply by collecting industry information, literatures, and documents. Based on Porter’s competition theory, theory of five forces analysis and diamond model, and we use A Company as an example to figure out the possible strategies of this industry.