This research aim the power frequency modulation place broadcasting station usage competes strategy in the method of the news realm in the study Taiwan and present of media content, and according to the audience rating and the advertisement earning, choice region in Kaohsiung of four the appliance set-the Kiss, ETFM, BEST and UFO, through manage the analytical mode of the realm, take into a comparison and study its each different news a competition strategy, try Be competing vehemence of broadcast market, for in broadcasting station in the power place looks for to broadcast the news way of everlasting management.

As more and more crimes about credit card appears, and every country¡¦s government pursues the improvement of efficiency, the smart card system has greater and greater market potential. The international credit card organizations forecasts 5 million million dollar-market of smart card relative systems. The IC Card System has been introduced to Taiwan since 20 years ago, but the government has never tried hard to make it popular. Facing the great potential market now, how do Taiwan¡¦s firms of IC Card Industry enter international markets and get competitive advantage? This is just the topic of this thesis. In recent years, the economy of main countries in world is in recession, and the United States is threatened seriously the terrorism. All the small countries whose economy depends on these dominant ones, such as the Asian four-dragons, are affected. Fortunately, Mainland China who has cheap human resource and enormously large market, takes an innovating open-door policy in recent years, bringing a new hope to the world¡¦s economy. With the trend of globalization and internationalization, and the change of the condition between the Taiwan Strait, what kind of competitive strategies should the firms of Taiwan¡¦s IC Card Industry take to get competitive advantage in national market for survival in future, is just our issue. First of all, we analyze the world¡¦s economy, the IT industry in Taiwan, and the IC Card Industry in Taiwan; then we use Porter¡¦s Diamond Model to find out Taiwan¡¦s national competitive advantage as below: 1. Taiwan has high quality human resource capable of design and complex process work. 2. Taiwan¡¦s enterprises have the advantage of flexibility and mobility. 3. Taiwan has the advantage of expanding business toward Mainland China. Secondly, we develop several strategies for Taiwan¡¦s IC Card Industry by Ansoff¡¦s and Porter¡¦s theories as follow: 1.Moving manufacturing center to the Mainland China; 2.Targeting the Mainland China as Main Market; 3.Taking good use of the advantage of second generation IC Card System. Finally, we do case study of Vstar Electronics Inc., the No.1 firm of Taiwan¡¦s IC Card Industry, to know the practical strategy and compare with theoretical ones. As one member of Taiwan¡¦s IC Card Industry, we hope to do something for the industry, by this study and some suggestion for the government.

The delivered quantity of TFT-LCD of Taiwan is more than that of Japan in the first quarter 2002. It pushes Taiwan to the position of No 2 in the world, only next to Korea. Hence Taiwan government has included the TFT-LCD industries as the strategic industries to develo. In the near future, we can forecast that TFT-LCD will succeed the semi-conductor industry to stand for the star industry of Taiwan The purpose of this research is to probe the competitions of TFT-LCD industries among Taiwan, Janpan and South Korea, including core competence, developing strategies, business model, and to discover the key success factors(KFS) of competitive advantage of nation in these industries within different countries. By way of the KFS to forecast the future development and potential niche market in the global TFT-LCD industries. The results lead to the conclusion that follows¡G 1. TFT-LCD industry is a hypercompetitive global industry. 2. The TFT-LCD industries of Taiwan, Japan and South Korea each has his competitive advantages. 3. Core competence is the most important strategic resource. 4. LCD-TV will become the largest niche market in the future. 5. The Diamond-Model of TFT-LCD industries in Taiwan and Japan will link together.

Abstract Small medium enterprise had been the primary contributors to the Economical Miracle in Taiwan in the past decades. Although they had their merits in macro-economy, they could hardly escape the fate of pioneers. Not only had they experienced the hardship and sacrifice but also the probability of transforming into large-size corporations was close to zero. Witnessing the struggle of these businesses, this study is expected to provide some solid suggestions. With which, small medium enterprises could survive the change of the era and the impact of globalization. Hopefully, this study will help in their continuous growth and development. According to the references, we find ¡§lack of resources¡¨ is fatal to those businesses. ¡§Changes in the markets all around¡¨ puts more risk in their operations. Therefore, this study is designed to use the before-mentioned key factors as its major pillars. The analysis has shown that the so-called ¡§lack of resources¡¨ was basically ¡§the absence of strategy-oriented mind¡¨ which was caused by lacking knowledge. The ¡§Strategy Factors¡¨, the focuses of this study, such as Scope of Operation, Managerial Capabilities, Utilization of Resources, Strategic Alliance, and Organizational Abilities, etc. are all based on ¡§Resource Theory¡¨. The research framework of this study is primarily designed as that suggested in ¡§the stable growth cycle of small medium enterprise¡¨,(by Dr. Fong¡K) combined with ¡§the organizing ability of corporations¡¨ and ¡§major strategies of each phase¡¨. As to ¡§sense-making¡¨ learning, this research aims at ¡§the how-to in Entrepreneurship¡¨ and hopes to involve extensive discussions and findings supported by real cases rather than by functionalities. Consequently, this research is expected to offer strategic suggestions with reference value to the businesses in various development phases.

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A common perception in many SMEs is that the corporate culture is fuzzy and hard to manage. A common problem is that many business owners and managers in SMEs do not understand the importance of a well-functioned culture, but instead focus on the core business. Therefore, the purpose of this thesis is to examine how SMEs can strengthen and use the corporate culture as a competitive advantage. The research contains an analysis of corporate culture in four different Swedish SMEs, two small-sized and two medium-sized enterprises. In order to fulfil the purpose of this thesis a qualitative research method, through semi-structured interviews, is used. The empirical findings indicated that some companies embrace and develop actively with corporate more proactively than others. The overreaching conclusion is that all the participating companies see corporate culture as important. However, there are differences in how to manage corporate culture and also differences in which way the companies perceive their corporate culture as a competitive advantage. Significant findings from the research are that visions and motives help corporations to make their culture more tangible. Along with proper internal information the culture becomes stronger and more functional. The CEO has an important and influential role when managing corporate culture.

In the last decade, local authority leisure managers of the United Kingdom have operated in a constantly changing environment brought about by legislation, an ongoing increase in competition and increasing consumerism. Public sector leisure professionals have had to develop management strategies that not only allowed them to conform to legislative changes, but were flexible enough to respond to rapid increases in competition and customer expectations. One of the responses to this changing context has been the introduction of quality programmes into the management of public leisure facilities. This thesis establishes and investigates the rationale for the use of quality management as a management strategy within the public leisure sector. The research has three key objectives. (1) To establish what senior local authority leisure professionals consider to be the influences on the use of quality and quality programmes in local authority leisure facilities. (2) To establish how senior local authority leisure professionals conceptualise quality and quality management. (3) To establish what role these professionals played in the adoption of quality programmes within their local authority leisure facilities.

Most research in terms of reward focuses on the financial aspects. Little has been done to understand the value of non-financial rewards. The objective of this study is to determine if South African organisations are utilising nonfinancial rewards as a competitive advantage in attracting and retaining employees. A survey was developed and distributed to gather data regarding the preferences of organisations and individuals for financial versus non-financial rewards. The data was statistically analysed to determine the organisational value of both – with special attention on how organisations use non-financial rewards. As expected, organisations indicated a preference for financial rewards, but this preference was also strongly indicated by individuals. Given the cost effectiveness of non-financial rewards, and its long-term value, the study determines that there is still a place for such rewards within the broader context of the total reward approach. The cost and legislative implications associated with financial rewards makes non-financial rewards, if well positioned, an attractive option as a distinctive competitive advantage in attracting and retaining employees. In addition, it presents organisations with a certain level of fluidity in offering alternatives to employees and in dealing with profitability challenges. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

This research report considers how dominant firms can establish when their competitive strategies are not anti-competitive. It argues that a dominant firm‟s actions can either be pro-competitive, thus conduct which competition law is designed to protect; or, anti-competitive and therefore prohibited. It questions whether there are any key principles that are emerging from South African competition law practice and decided cases that can provide some guidelines to dominant firms on whether planned action is prohibited conduct? It also questions whether the enforcement of the South African Competition Act‟s abuse of dominance provisions may have led to the chilling of competition. The research utilised the following methodologies: expert interviews; case studies; and, review of the competition authorities‟ enforcement actions. The report concludes that abuse of dominance cases are highly fact-intensive, industry specific and outcomes are effects-based. As such, it is difficult to prescribe a general rules-based compliance program to guide dominant firms in their development of competitive strategies. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted