The market that Taiwanese travel abroad is ripening gradually, especially after the rise of information science, technology and e-commerce. The information about travel products is transparent day by day, the ecology of travel agencies change too; though the number of people going abroad still grows up, but the profit of the travel agencies is dropping constantly. When the management of other industries have already entered ¡§the era of the meager profit¡¨, in fact the travel agencies have already entered the market of ¡§the slight profit ¡§, so the travel agencies are in a highly competitive environment invariably . However, how to evaluate the competitive environment and the essence of the competition effectively? To set up the unique and constant advantage and to start up the enterprise for a long time and lucrative growing up, will be the key for the enterprise to sustain in an unassailable position and to continue existing in the market, it¡¦s also the main purpose to conduct this study. The result of this study shows that under the external competition, if the travel agencies want to build up the competitive advantage from 6 dimensions among the same trade; Including products advantage dimension, brand advantage dimension, service advantage dimension, human resource advantage dimension, cost advantage dimension and price advantage dimension, the travel agencies must to analyze the resources and abilities they have internally; this paper takes a case study of Club Med in Taiwan and use the model and framework which was created by this study to explore the core competency, competitive strategy and competitive advantages of Club Med. Therefore, the main contribution of this study is to create ¡§The model of enterprise setting up the competitive advantage¡¨. Besides this key finding, there are some conclusions as following, which can be regarded as a reference by the travel agencies: 1. Travel agencies should enhance their core resources and abilities as valuable, rare, costly-to-imitate and non-substitutable capabilities, to create the sustainable competitive advantage. 2. Though the future development of the travel agencies will move towards the trend of the maximization or the minimization, but regardless the scale, the core competencies still the key success factors for a travel agent to sustain in the highly competitive environments. 3. Most of the travel agents in Taiwan belong to small and medium-sized enterprises, although they are not able to build up the advantage overall at brand, products, manpower, service, cost and price, but they must at least have one or two competitive advantages, such as products and service, if the travel agent own the unique products and differentiate service, even it¡¦s a small agent, still can compete with the competitors. 4. Even though the case company has the competitive advantage on brand image, case company still need to take the growth strategy to increase new market segments for growing up, and to take the differentiation strategy to develop the products and service which are suitable to the target audiences¡¦ need, to enhance the network with supplier's airline and distributor's travel agent, to strengthen the managerial ability of its holiday village continuously and to improve the service quality in order to obtain higher competition advantage .

The economic development in Mainland China is obvious to all. After adopting the open door policy, the differences of competitive advantages among regions gradually contribute to an unbalanced economic development. The huge difference will cause not only economic crisis but also political crisis resulting from people's dissatisfaction on the decline of living standard. This has been gradually erodes the fruits of opening policy and causes a bottleneck on the way forward economic development in the future. The aim of this thesis is to discuss about the unbalanced phenomenon of economical development resulted from the competitive superiority in regions. We thus objectively evaluate the degree of advantages in each region on the aspects of exterior environment, such as plentiful resources in each region, and the demand structure of market, the mutual influence of the geographical distribution of industries and the governmental economical development policies, and the competitive ability of enterprises. In this article, we also want to reach the following goals. First of all, we try to realize what reasons caused the gaps of economical development among regions, what situations it current presented, and what problems it existed. Secondly, looking for the most suitable way of economic development in each region, it would suggest how to upgrade the competitive advantage in those disadvantaged regions. Finally, introducing the environmental competition of each region in the Mainland China to investors, it will let those investors choose the best location for business to promote their market competitiveness in the future.

-¢» Power libralization & Privatilization of power industry have become a worldwide trend in the recent years. To cope with the problems of power shortage and power development, ROC government began the libralization of power generation in 1995. Fifteen IPPs(independent power producers)were acceped to build power plants, through open bidding of phase 1& 2 and current phase, a total of 13210 MW of new capacity. However 7of them were cancelled due to the diffculties of land acquisition. By the end of 2001, Taipower has signed Power Purchase Agreement with 8 IPPs, totaling 7220MW. Amount them, Mailiao units #1¡B#2& #3 and Everpower units #1& #2 started commercial operation respectly from the beginning of 1999 , totaling about 2700MW. Those new competitor have great impacted on Taipower operation. Some of high cost traditional oil and gas fuel units of Taipower had to be shut down or operated in lower load condition. It is of urgency for Taipower to propose optimal competitive stratagies to improve the performance and upgrade the competitiveness. Right now Taipower power market is moving from monopoly toward competitive. By taking Taipowe as study sample, referring to the experience of power libralizationof other countries, and reviewing the characters of Taiwan¡¦s power industry, the study aims to validate following foresight operation stratagies such as¡Gto downsize its organization structure and to increase the productivity of its employee; to promote the Sixth Transportation and Transformation Project to maintain the strength and advantage of transportation and transformation; to develope renewal source generation, to supply the users high-quality and low-price electric power, to prevent the loss of big user and to implement load management polices. The SWOT analysis shows that Taipower must take some competitive stratagies in order to become the leader of power industry and the most reputation enterprise group in Taiwan, These competititive stragies include: 1. Taipower should retrofit and improve the high cost units and low efficency equipment to reduce the generation cost and decrease air pollution ;most of them can generate much power also, Then these units would not be a sunk cost, and can operate all the time. In addition, Taipower should build high efficency units to competite with IPPs. By setting open bidding price and resonable power wheeling price in the future , Taipower can increase its revenue, and secure the resonable rights of its customer, shareholders and emplyee. 2. To establish the development of core techniques and to create innovation mechanism, and to cooperate with domestic & foreign academic organization and manufactures, to lower down repair & maintenance cost. To visit and obtain longterm R&M contracts from IPPs and co-generaters to enlarge R&M market, to establish the excellance image of brand. 3. To diversify its operation by Investing in bangala coal mining in Australia and in fixed network communication business etc.so as to increse revenue and return of investment. In addition, two build coal ships of Taipower were operated by CSC subsidiary in the first 5 years to reduce the cost and keep the supply safety. In the future, Taipower can build more ships to transport the coal by itself.

Abstract Recently the competition among ports has become more severely. This may develop to a new stage of competition of port management as the negotiation of the marine to be restarted in the WTO. What kind of port services could be provided is very critical to those who operate and manage the port. It is important for them to think about how to evaluate and get into the newly opened market of port services. During the stage of organization reform of Kaohsiung port, especially if we could hold this chance, it may create a new development opportunity for Kaohsiung port. PSA group is operating its port in full service and integration; therefore, my research focus is on PSA group¡¦s performance using industrial organization model to analyze its operational environment, and collecting the investigation from ship owners, employees of Harbor Bureau, pilots and scholars. This is done so in regards to the important port services and management condition to come up the core competence of the port. The paper focuses on the investigation of Singapore, Hong Kong and Kaohsiung port to know the merit and analyze the SWOT of PSA¡¦s managing strategy by the statistics sign test. Then, using this concept of basic source model, to find PSA¡¦s management strategy, which upgraded its competition ability, and made the superior position to develop overseas business. ¡uWe can find the right way by other¡¦s experience.¡v, The experience of PSA¡¦s group is good for Kaohsiung Port.

­^¤åºK­n Abstract Thesis: The Influence of Resource Characteristics and R&D Strategies to the Competitive Advantage --- A Study on the Semiconductors Industries in Taiwan To ground on Resource-Based Theory, in this thesis tried to investigate the relationships among resource characteristics, R&D strategies, and competitive advantage in Semiconductors industries, Taiwan. The resource characteristics here are ¡§substantial of resource,¡¨ ¡§sustainability of resource,¡¨ and ¡§appropriability of resource¡¨; R&D strategy could be divided into ¡§product innovation oriented,¡¨ ¡§product improvement oriented,¡¨ and ¡§process improvement oriented.¡¨ This research mainly adopted questionnaire survey as investigating method, and its target group in semiconductors industry Taiwan, were focused on the firm of circuit of design, wafer foundry, assembly and test, and material & equipment manufacturing. Structured questionnaire was used to collect quantitative data so as to test hypothesizes brought by this research. Though the hypothesizes of this research are not fully supported by collected data, following consequences are still able to grasp: (1) The resource characteristics of an organization have significant effected on formulating R&D strategies; (2) R&D strategies would shape corporate competitive advantages of ¡§performance of product development,¡¨ ¡§performance of product quality,¡¨ and ¡§operation cost.¡¨ However, whether to affect on corporate overall profit level, this research has not yet acquired significant differences. Hence, it will rely on further explore of follow-up research; (3) this research shows that resource characteristics are not directly affected on all aspects of corporate competitive advantage, but it might shape competitive advantage by formulating corporate strategy; (4) regarding organizational resource characteristics, in current stage, that businesses emphasize more on value than on sustainability of resources; and (5) innovation, refinement, and improvement orientation of R&D strategy, businesses pay equally attentions on. The findings of this research will be contributed to follow-up study and practical application. Keywords¡GResource characteristics,R&D Strategies,Competitive Advantage¡C

This research is to analyze the growth and evolution process of the Chinese enterprise group in China market place base on longitudinal perspective. In accordance with the finding of this study, we propose an integrated process model to explain the growth path and so does the dynamic mechanism among these dimensions in the model. The findings of this study are stated as below: 1. The integrated model of the evolution process Through the case study of Chai-Tai group in China, we consider the evolution and growth process is part of its internationalization activities. The dynamic interaction among the three dimensions of this model and the path dependence of each stage constitute the characteristics of this model. 2. The meaning of the un-related diversification strategy The growth strategy of the Chinese Business groups is deeply affected by their specific social network or guanxi, entry timing and the industry/business environment situation. Un-related diversification is a common selected strategy of these Chinese business groups. But they are usually suffering from the delusion of business focus and cannot produce synergy from the un-related business units. Consequently, the un-related diversification strategies are without benefits for the enterprises to maintain their market position and develop their core competences.

none

none

none

The Cheng Ching Lake is a reservoir. It functions not only as a water supplier, but also as a scenic spot. It used to be one of the top three scenic spots in Taiwan. However, it has gradually lost its competitiveness with environmental change. And its tourists has also decreased with year, which has resulted in deficits of earning and prosperity. This study probes into the competitive advantage of the Cheng Ching Lake scenic spot according to the Resource-Based Theory. The unique competitiveness of general enterprises comes from two complementary sources-- the resources and the competencies in the enterprises. Since it is easier for an enterprise to control and manage its resources and competencies, the two factors are more suitable being as references and indicators for a company to decide on its tactics of development. Therefore, an enterprise should make good use of its resources in advantage and even its core resources in order to make profits and maintain its substainable competitive advantage. This thesis adopted qualitative methods and conducted in-depth interviews with the administrator of the Cheng Ching Lake scenic spot, superiors in authorities concerned, scholars, and experts. After discussing with them the effects that tangible assets, intangible assets, human resources and capabilities have on competitive advantage, the results¡GThe core resource of the Cheng Ching Lake scenic spot is ¡§its water resource and ecology¡¨ that is unique, specific, and imperfectly imitable, which shape the Cheng Ching Lake¡¦s competitiveness. As for the core competence, the management ability, age, quality, professional training, adjustment ability of its employees lack in competitiveness, the Cheng Ching Lake scenic spot does not have core competence . Based on the above findings, this study gets some suggest to development strategies for the Cheng Ching Lake senic spot as follows: 1.Using the differentiation to separate the market. 2.Selecting a specific theme for further development. 3.Modifying after a whole plan, and to run the business with each section separated for different usage. 4.Adopting alliance strategy to promote its competitiveness. 5.Collecting cleaning fees from people doing morning exercise to compensate for the loss in profits.