Abstract The foundry is a new concept of IC industry. ITRI (Industrial Technology Research Institute ) make the concept from a lab into a real company. It encourages many people engaged into this field. The foundry industry has become the famous logo of Taiwan¡¦s manufacturing capabilities in the world. The foundry industry made a whole new way to develop a Hi-Tech manufacturing and efficient management company in Taiwan. We could combine well all resource in this field, for example, human resource, knowledge resource, technology resource and financial resource. We are so proud of the IC capabilities and strength we got after developing years. There are no any one company to overthrow our leading position. So T company is my interesting about this topic to research it. From the leading position of foundry field to the biggest IC manufacturing company, Taiwan and TSMC are key roles of the IC stage. The research has two purposes. 1. Realize the importance of an enterprise success though a ¡§cluster¡¨ concept. And an enterprise could promote its economies of scale and enhance its own core competence in cluster conditions. 2. Explain industrial cluster for an enterprise development and competitive strategy application. Key words : Foundry, Cluster, Competitive Advantage

A Study on the Analysis of Competitive Strategy of Flip Chip Packaging Industry in Taiwan¡X Case Study on S Company Abstract The success of semiconductor industry in Taiwan significantly lies on the complete demarcation of the industry chain by companies involved in each area of IC design, foundry, packaging and testing. Nonetheless, packaging and testing are generally categorized to one industry as the major company usually runs packaging business in line with testing by emphasizing their turn-key solution. However, this concept will not be applied in the future even followed by the quantum breakthrough on the structure of the industry chain. This is a qualitative descriptive study mainly on analysis of competitive advantage and strategy of Flip Chip Packaging Industry in Taiwan. The theme studied is hardly assessed by quantified data. However through the researcher¡¦s macro review of the industry environment as well as micro review of specific individual case with primary and secondary data all-around collected, the present situation, character and trend of the industry are understood by analyzing external environment and internal corporate, searching source of competitive advantage in line with a case study of competitive strategy. The conclusion on future competitive strategy of Flip Chip Packaging Industry in Taiwan based on the case study is followed: 1. Under the trend of global demarcation with analysis, the future operation mode of Taiwan Flip Chip Packaging Industry should be transformed from low skill level to high technique intensive level through virtual integration of packaging and testing from the back end and IC design of the front end, which results in promoting the integration value of industry chain as well as providing the most efficient producing system to the globe. 2. Reviewing the current trend, development and competitors¡¦ competitive strategy of Taiwan Flip Chip Packaging Industry, analysis shows that under the evolution of technique and product, Taiwan Flip Chip Packaging Industry should take advantage of the special needs from IC design industry and IDM factories to devote to technique integration, application and development in the future. In addition the ability to innovate and establish standard will be uplifted with raising competitive from a complete industry chain and advanced foundry advantage. 3. Researching the core competitive from the case study and presenting the future competitive strategy of Taiwan Flip Chip Packaging Industry shows that differentiation directs the competition in line with stepping into production service and production research and development to replace cost advantage. Key Word: Competitive Advantage, Competitive Strategy, Core Source , Flip Chip Package

Since TSMC (Taiwan Semiconductor Manufacture Company) foundation in 1987, the "fabless"business model has been also introduced to semiconductor industry. TSMC was the first foundry service company globally and has successfully created a global competitive advantage with prosperity in Taiwan semiconductor industry. Taiwan has been developing into a unique business model that also brings many other competitors worldwide to compete in the same field. Currently, Mainland China showers her interested in semiconductor industry, especially in IC foundry. China can be one of the most important manufacturing centers globally in recent years. The primary purpose of this research is to understand the present stage of foundry play companies as well as the future trends of semiconductor industry across Taiwan Strait .Moreover, this research will focus on the competitive advantages that Taiwan should have to strengthen the dominant position in the mainland China. Recommendations and suggestions will be stated in the conclusion for the future reference of Taiwan foundry industries and official authorities. The research model composes five factors each as Input Conditions,Demand Conditions, Firm Strategy and Rivalry, Related and Supporting Industries, and Government, which are referred to the Diamond Analysis created by Michael Porter. Secondly, collect and analyze the information about manufacturing capacity, market opportunities, and supply & demand relations of major companies between China and Taiwan. After that, this research goes through five kinds of analysis models¡BDiamond Analysis to find out the strength, weakness, opportunity, and threat to Taiwan¡¦s foundry industry. This research reveals that Taiwan¡¦s foundry industry should focus on major competition strategies - technology improvement, service enhancement ¡Bindustry cluster advantage and excellent supply chain management . China is expected to be the next crucial nation by having advantages of big market, low cost on labor and materials, high goverment efficiency, package incentive for foreign investment and etc. Taiwanese foundry play companies must strategically utilize the advantagies from the two sides to implement the division of operating to optimize the allocation in capital,technology, human resource and risk diversification. Meanwhile, the official authorities should provide more supports to the industry under the laws legislation, industrial regulation & planning. In addition, the authorities should use advance view to making policy to assist Taiwan¡¦s foundry industry remaining the leadership in the global competition.

An International Express Delivery Service offers "door-to-door" comprehensive domestic and international courier and bulk mail services over 200 countries in the world. Through an efficient and multi-service international shipping network, their operations include clear import/export custom clearance, set up customized flight schedule, arrange material storage, perform custom reporting, and ground logistics. In a world of increasingly global competition, an International Express Delivery Service not only provides solution (service) to satisfy their customer needs, but also approach customer's supply chain information. Then, the express service company has achieved as called "Competitive Advantage" in the global market. Companies achieve competitive advantage through analyzing conductive resources and implementing effective strategies. Ultimately, the only way to sustain competitive advantage is to upgrade companies' constant resource-to move to more sophisticated type. Since 1973, DHL, the case study of this research paper, entered Taiwan express service. Today, DHL is still the market leader in the international express industry. Successful companies, like DHL, tend to develop a bias for predictability and stability; they obtain successful factors to be in competitive advantage. This research will try to find out the factors by analyzing their resources, business scope and strategy planning.

At present, the global medical healthy strategy take the preventive medicine as a goal, and the most important thing of the preventive medicine prospect is personalized medical service, in which the medicine examination communication tool is the small and facile biochip platform. Lives the medicine tech industry is a strategic industry of industrial upgrading in our country, and the biochip industry is one of the important industries. The biochip industry is an emerging industry. In order to grasp this good opportunity and to avoid our country absenting in this stage, the biochip entrepreneurs need to adopt the superior strategy to satisfy the field. The focus of this research is the development process of biochip industry and industrial competitive advantage. We take Porter¡¦s raises ¡§The Competitive Advantage of Nations¡¨ diamond model as the research foundation to discuss Taiwan biochip industry. By the competitive advantage, the strategy localization and the competitive power analysis, we find out the relation between the biochip industries, the demand condition, the essential factor condition, the industrial structure and the enterprise manage. And further, we find out the influences of environment and government coordination on it. The conclusion of this research is that the biochip industry is a cross domain industry. It is possible to continue to manage forever only by the strategy alliance or the partner to seek for the market the tally company.

Abstract Generally, organisations continue to strive for sustainability and competitive advantage. This leads some of the organisations to employ various tactics and mechanisms in attempts to fulfill their aims and objectives, overtime. The challenges of sustainability and competitive advantage could also be attributed to organisations’ reliance on technology which has increased significantly in recent years. The increasing competitiveness amongst the organisations drives technology innovations. As technology evolves, more organisations are challenged, hence the quest to explore the concept of open innovation. The paper focuses on the concept of open innovation from both academic and professional (corporate) perspectives. Through interpretivism philosophical assumption we sought an understanding of the impact and implications of the openness in the concept of open innovation.

Knowledge is used as a focal factor for competitive advantage, through effective and efficient performances by employees in many organisations. As a result, knowledgeable employees are expected to share their knowledge with others to increase innovation within the organisation. Unfortunately, this is not always the case. Generally, employees behave differently within an organisation. The main challenge is that no organisation has total control of its employees’ behaviour and actions. The behaviour and action has impact on how information systems are deployed for innovation, in creating competitive advantage. As a result, many systems have been deployed by different organisations in attempt to address this challenge for the interest. Others have deployed competitive intelligence products and services. This is primarily intended to provide decision - makers with information that can contribute to the innovative process in order to meet customer needs. For an organisation to survive, it must be able to innovate and market its innovations. Also, innovation creates uncertainty about its consequences in the mind of potential adopters. There exists a discrepancy between what customers perceive as their problems or needs and what organisations understand these problems to be. This study was conducted with the primary aim to understand the impact of Competitive Intelligence (CI) on Information systems (IS) innovation products and services in organisations. The case study research method was employed, using a financial organisation. The Innovation-decision process, from the perspective of Diffusion of Innovation theory (DOI) was applied in the data analysis.

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Following a period of rising costs, competitive tendering was introduced to the London bus industry in 1984. This thesis is an economic analysis of the impact of tendering on London bus services. Chapter 1 states the aims and objectives of the thesis in the context of the economics literature. The chapter is divided into two sections. In section 1 the literature is drawn upon to provide an economic interpretation of the state of the London bus industry prior to the introduction of tendering, and to provide an economic context for the introduction of tendering. In section 2 literature relating to the design of a tendering process is summarised. The focus is on the auction aspect of the tendering process and some important dimensions of contract specification. The impact of tendering on costs is analysed in chapter 2. Three questions are asked: What is the cost structure of the competitive London bus industry. Is there any evidence of strategic bidding behaviour as predicted by the auction theory literature. What level of cost saving can be attributed to tendering. The analysis is based on the full set of bid data from London bus tendering over the period 1985-1993 and is econometric in nature. The results are: there is no statistically significant difference in costs of operation between public and private sector operators under competition; bidding behaviour conforms to some features predicted by theoretical models; the estimated cost saving from tendering is 20%. Chapter 3 evaluates the impact of tendering on the demand for bus travel in London. The relationship between demand and service quality is estimated, gains to tendering are attributed in accordance with the increased service quality due to tendering. A statistically significant relationship between demand and service quality is found. The lowest estimate of revenue gained due to tendering is 9.6 million over the period 1987-1992 in 1992 prices. Chapter 4 estimates the welfare gain due to tendering, defined as the sum of changes in producer and consumer surplus due to tendering. The estimated welfare gain due to tendering is between 90 and 380 million over the period 1987-1992 in 1992 prices. An appendix to this chapter analyses the relationship between welfare and the type of contract upon which tendering is based. It is argued that a cost contract is preferable to a bottom line contract. Chapter 5 is based on an in depth series of interviews with key actors in the London bus industry. The aim here was to find out things that cannot be inferred from the data. Areas discussed include: the extent to which tendering as opposed to other factors led to change in the London bus industry; the source of cost savings; the impact of tendering on Labour; problems associated with tendering. Interviews suggested that: cost savings stemmed from wage reductions and productivity gains; there are some problems with the bidding process; there is a tension between bus planners and some bus company managers. In certain cases the tendering authority offered contract for tender in bundles. Chapter 6 analyses this policy from theoretical and empirical perspectives and asks was it optimal for the tendering authority. It is concluded that the policy should not be used by London Transport. Finally, in chapter 7, an overall assessment of the tendering process is presented. The focus is on results and policy implications for bus tendering in London and competitive tendering in general.

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