Under the situation of the internationalization and global trend, enterprises are facing ever more rigorous competition. Therefore the best way to keep sustainable competitive advantage is to upgrade continuously, and through economies of scale and economies of scope to keep the cost down. Furthermore, to ensure firm¡¦s global competitiveness, the fast growth strategies are through mergers and acquisitions. Based on that American enterprises had over nine thousand M&A cases, we found about three fourth of the result of M&A are not successful achievement; its failure rate is extremely high. The reasons included fault in selecting the target, over-paying, and failing to integrate after M&A. Although M&A can instantly gain the another firm, but still long way to achieving success, because the effects in M&A must go through integration stages. Even if the M&A strategy is correct and the price is reasonable, failing to integrate after M&A, the synergy of M&A is unable to reach. This individual research is deeply researching the process and result of USI group after M&A, then compare between the research results and related documents, and conduct to conclude the suggestion for the further integration.

The rapid economic development in China has led to increasing freight transport, as well as fierce competition among the hubs in the region, such as Hong Kong, Busan, Kaohsiung Harbor, and new harbors in Shenzhen and Shanghai. The transport not only support the rapid development of harbors in the region but also result in intense port competition. The competitive advantages, such as location, facility, efficiency, and highly concentrated ship routes, possessed by the harbors are not everlasting. In the face of changing environment and competition, the competitive advantages may be lost. When competing in a different niche market, the location advantage may turn into disadvantage, even damaging its leading position in worse cases. In response to changes, harbor administrators should probe into the future trend in changes of the freight transport market, discuss all possible scenarios, sense the potential risks and opportunities, seize the opportunities and utilize the existing advantages to build up the competitive advantages for the future. Compared to Kaohsiung Harbor, harbors in China, such as Shanghai and Shenzhen, as the entry gates to the main economic and trade zone in China and the central region in terms of sources of goods, have developed into regional pivot harbors. Due to the barrier of Cross-Strait direct shipping, some scholars in Taiwan believe that Kaohsiung Harbor is facing the problem of becoming periphery. However, even after the direct route comes into practice, the competition from harbors in China may be a threat to Kaohsiung Harbor, even occur haidding effects to take over its existing transit goods. The position of Kaohsiung Harbor may be challenged. This study investigates the potential influence of Cross-Strait direct shipping and the competition from China on the quantity of containers, route planning, and shipping business investment with questionnaire survey on sea transportation businesses, and constructs possible scenarios in short-term (2004-206), medium term (2007-2010), long-term (2011-2020). Before the Cross-Strait direct shipping into practice, Kaohsiung Harbor will continue to grow due to continuous economic development in the region. If the Cross-Strait direct shipping comes into practice or the Chinese government permits more direct shipping harbor, Southern China, Fukien, and Zhujiang Delta will become the main regions in terms of sources of goods. However, the rate of growth may not meet the expectation. In the long-term (2011-2020), due to the rapid of the quantity of containers in China and the transit ability of harbors in China, the route structure and the shipping business investment in Kaohsiung Harbor will suffer more obvious disadvantageous impact.

This paper examines the mediating effects of dynamic capabilities on the relationship between global knowledge management competences and competitive advantage. The predictions of dynamic capabilities were tested using a sample of international enterprises in Taiwan. The results indicate that dynamic capabilities are the key to competitive advantage. The performance of an organization can be considered as the outcome of a complex isomorphism and reciprocal influences between its internal and external competences and dynamic capabilities related to environmental uncertainty and turbulence. Structural equation analysis is applied to empirically testify the relationships and the path model suggests that dynamic capabilities of an organization play an important role on transforming global knowledge management competences toward competitive advantage. These results provide evidence of the dynamic capabilities view that the dynamic capabilities refer to the capacity of the firm to shift its boundaries in order not to be overwhelmed when the environment pressure becomes excessive.

Continuous research and innovation had played the most important role for an enterprise to maintain his competitive advantage and ensure his sustainability. However, new product life time is getting shorter as known, it¡¦s getting more and more customize-designed products, and the needed technology also upgrade quickly. In order to face the global competition as we are forced to, an enterprise have to develop a new product instantly according to customer need, and take a leading position in the market by well aligning with technology trend, integrating internal & external resources, and best utilizing own core competence. This study designs a framework for a research & development strategy planning and its process management by referring to a new business model. By case study methodology, it had been investigated how a global company practice with the 7 key success factors which had been designed in the framework. These key success factors are : 1.Globalization 2.Customer and partner relationship 3.New product concept and technology 4.Build a effective and more innovative organization 5,Project portfolio management 6.Excellent Business Balanced Scored Card 7.Apply continuous improvement methodology on research management. This study had also investigated the company¡¦s performance on his technology leadership, intellectual property & patent and new product development performance. It can be primary conclusion that a completely integral research & development strategy planning and intensive/systematic research & development process management will do help a enterprise to have competitive advantages. It¡¦s also observed this research & development framework is quite in line with new business model, and all concerned factors and its process are very similar, which means an new business model is also valid for innovation activities of a company, who should consider long term strategy, new product and market scope, differential basis, own core competence and strategic resources, value network of suppliers and partners, global sourcing by joint-development, merge and technology transfer in order to have the needed new technology so that can create the maximum benefit for company.

Today, companies are operating in a fast-changing environment of intense competition. It is essential that they continuously improve their competitive advantage by working hard to strengthen the soundness of their business systems, raise their competitiveness, and improve the quality of their manpower resources. The foundation of any company is its intellectual capital, and this has become an important direction in human resource development. This research paper aims at the relationship between intellectual capital and competitive advantage as well as the effect of innovation and service quality on intellectual capital and competitive advantage. It also examines the moderating effect of strategy on the relationships between intellectual capital, innovation and service quality. Finally, this paper offers some helpful observations and suggestions on how companies may raise their competitive advantage. This paper focuses on the banking industry. Two questionnaires were designed, one for supervisors and the other for consumers. For the former, random and convenience sampling were employed. Questionnaires were mailed to a random sample of 200 financial institutions in Kaohsiung and Taipei, of which 82 responded, a return rate of 41%. For the convenience sample, through the assistance of friends and relatives, a further 48 questionnaire replies were received. For the customer survey, the questionnaire targeted those banks which had already responded to the supervisor questionnaire. Each bank used convenience sampling methods to survey 3-5 customers at its service center. In total, 122 banks returned 573 valid questionnaires. The data from these questionnaires were subjected to a variety of statistical analysis including Pearson's correlation, independent t-test , ANOVA and regression analysis with the following results: 1. Intellectual capital has significant and positive influence on innovation. 2. Intellectual capital has significant and positive influence on service quality. 3. Intellectual capital has significant and positive influence on competitive advantage. 4. Innovation has significant and positive influence on competitive advantage. 5. Service quality has significant and positive influence on competitive advantage. 6. Strategy plays a siginificant moderator role on the relationship between human capital and innovation. 7. Strategy plays a siginificant moderator role on the relationship between human capital and service quality. 8. Innovation has a significant mediating influence on the relationship between human capital and competitive advantage. Keywords: intellectual capital, strategy, innovation, service quality, competitive advantage

Abstract The development of engineering business enterprises in Taiwan began around 1960 to meet the demands of economic development. In the early days, the majority were judicial organizations with government involvement, their growth were slow and small in operation scale. It is only in recent years that few engineering enterprises became capable of handling complete facility turnkey projects, and be able to participate in larger projects internationally. The so-called ¡§engineering enterprises¡¨ in the early days were a blend of engineering consultants and constructors. The services provided by both entities are oriented toward public works. The engineering consultants would be responsible for engineering planning, design, supervision and tender administration. The constructors would be responsible for supply of materials and construction works. This research is a case study of the business strategy of a turnkey engineering enterprise in Taiwan. The subject enterprise is the only full engineering, procurement and construction service turnkey enterprise domestically. Relevant literatures, both locally and abroad, were reviewed and discussed, and, senior management of the subject enterprise interviewed. The industry in which the subject enterprise operates and its competitiveness were analyzed. Research findings were collated and discussed. Eight conclusive points and eight recommendations were tabled for the subject enterprise. This report provides a reference for domestic turnkey engineering enterprises in drafting their business strategy. Eight conclusive points were raised: (1) success comes from seizing internal and external environmental opportunities, more importantly is to have core competitive strength, (2) a superior business culture nurtures superior staff, (3) growth is derived from a long term loyal relationship with clients and subcontractors, (4) adopt key diversification strategies with high probabilities of success, (5) oligopoly of domestic market and competition in the international market, (6) participation of renowned international enterprises in the domestic market will enhance the competitive advantage, (7) attaining accreditation of ISO management system facilitates entering the international engineering market, and (8) the next five years are great opportunities for the subject enterprise to grow domestically and internationally. Eight recommendations were made to the subject enterprise: (1) acquisition of upstream product processes and patents, (2) adopt a product concentration strategy in the international market, (3) adopt a ward-off strategy in the domestic market, abandon the medium and small competitors, (4) development of new products and branch into new discipline, (5) elevate working level and expand operations, (6) expand international market, promote international exposure, (7) focus more on product R&D and quality, and (8) adopt a water reservoir management method. Two suggestions for future research: (1) comparative study of business strategy of internationally renowned engineering enterprises, and (2) risk management of turnkey projects.

Abstract Recently fishing industry in Taiwan is under hugely severe business environment. Due to distinctness of diplomatic situation, it is totally different competitive situation Taiwan is facing. Therefore, not only development of ultra-low-temp tuna fishing industry and managerial means and of international or regional incubate organization will be deeply described but also diamond model of Porter will be explored to analyze the competitive advantages of ultra-low-temp tuna fishing industry of Taiwan in the thesis. Definitely, the conclusion will used to develop practical plans for future severe situation. After well understanding literature about development of ultra-low-temp tuna fishing industry in Taiwan, I concluded the followings based on perspective of diamond model: 1. The first is that operations of Taiwan Tuna Association and cluster effects build the competitive advantages other countries are hard to get beyond. 2. Secondly, under relatively stable variation of tuna prices, the fishing boat owners are emphasizing on cost reduction in order to maintain business operations and get above average earnings. The ability of cost control is competitive advantage of fishing industry of Taiwan. Keywords: diamond model ,ultra-low-temp tuna fishing industry ,competitive advantage

Abstract Due to the reduction of market, intense price-competition, and all continual rises of direct costs, the domestic chemical industry is encountering a tough transformation period in recent years. Hence, the competitive strategies of pursuing low cost and high efficiency are both the crucial tasks for traditional chemical manufactures to be deal with. Facing the challenge from China Mainland and India s¡¦ advantages of the lower labor cost and abundant natural resources, domestic chemical industry must improve their intrinsic technology to cross phase highly added-value products of sophisticated chemical manufactures. Continued from the preceding key issues, only by figuring out a unique route, ¡§blue oceans¡¨, from the bloody Red Seas, the survivor could avoid losing the battle and being eliminated permanently by their competitors or violent environment. The strategy adopted by most domestic enterprises is keeping cost down, including the sources of lands, factory facilities, labor, water, electricity, raw materials, and the strategy is integrated with the viewpoints of scale economic. Under the strategy, the enterprises still can¡¦t achieve their definite triumph in competitive circumstances, and nevertheless, it enhances the inherent advantages barely. Taking the steps toward the sophisticated tactics is necessary in order to consolidate the advantage of the original products. Furthermore, the adopted distinctive strategies of market, brand and channel is one of the major issues to success. This research referred to the essential literatures related to my main theme, and I adopted the case study to be the research mode, a foundation prepared for the CEO as the advanced recommendations. Through the process of analysis the chemical industry , target market analysis, SWOT analysis and value chain analysis, we achieve the distinction between two different operation modes. Further the research is expected to provide the domestic chemical enterprises for references while phase off the new pattern. Key words: Competitive advantage, Value chain, Business strategy, Cross-Phase

Seeing that domestic securities underwriters are not able to develop effectively sustainable competitive advantages, the research is aimed to combine the resource-based view (RBV) and the value chain concept. Questionnaires are released to carry out investigation mainly into the securities associates of local underwriters for the purpose of finding out the vital enterprise source and value activities that construct the high performances of underwriters. And it also discusses the relation between value chain activities and business models of domestic underwriters, and the relation between their business models and high performances. The research discusses the following subjects based on the above research motive: 1. What kinds of essential assets and skills should underwriters grasp to obtain higher performances than those of their competitors? 2. Discussion of the vital value activities that construct the high performances of underwriters, and attempts to build the complete value chain of local underwriters. 3. Discussion on whether local underwriters will develop different business models due to emphasis on different value activities from those of their competitors. 4. Reasoning about whether the high performances of local underwriters will vary significantly because of different business models. The result of the research¡¦s practical testimony shows: ¡§Underwriting performance¡¨, ¡§customer developing ability¡¨, ¡§support from financial holding companies¡¨, ¡§channel and distribution¡¨ and ¡§underwriting superiors¡¦ charm and leading abilities¡¨ are considered by local securities associates to be five of the most important enterprise resources that constitute the high performances of underwriters. Among them, resources such as ¡§underwriting performances¡¨ and ¡§support from financial holding companies¡¨ are of durability, immobility, high embededness and not able to be duplicated. Plus, ¡§customer developing ability¡¨ and ¡§channel and distribution¡¨ are of durability, and partial immobility as well as resource embededness. All of the above resource characteristics are deemed by resource-based view to be able to form the sustainable competitive advantages of enterprises. After the variables of each factor in the aspect of value activities are measured, 24 items¡¦ means of importance degree are more than 3.79 among them. Analyzing descriptive statistics data, we find out that more than 70% of securities associates consider the effect of these 24 value activities to be important or extremely important, which implies that local securities associates highly agree to the importance that the support activities and primary activities in the value chain comprise the high-performance base of domestic underwriters. Furthermore, a complete value chain of local securities underwriters will be set up based on the result. In the field of cluster analysis for the aspect of business models, the research adopts the minimum variance method (also called Ward¡¦s method) among hierarchical methods, and divides 20 securities underwriters into three groups based on one¡¦s strong or weak behaviors of each value activities compared with those of other rivals of the same business. After analyzing performance variables such as the number of underwriting cases (act as the lead underwriter), the total amount of underwriting, profit abilities, employees¡¦ productivity, and customer satisfaction, we find that their significance level are less than 0.05, which indicates that there are obvious differences among the performances of different groups of business models. And with Post Hoc multiple comparison, it is found that there are distinct variances among the performances of different groups of business models except for the three performances - profit abilities, employees¡¦ productivity and customer satisfaction - of group 1 and group 2.

In light of the niche theory, the study aims to understand the competition among the four telecommunication services, including fixed network telecom, second generation telecom service, third generation telecom service and internet phone in the taiwan market. In this study, we put emphasis on the gratification of the telecom user, because the more gratification the telecom get, the more competition it have. The findings suggest that there are eight factors about the gratification of the telecom consumer, including functional, affection, information-seeking, fashion, uitility, entertainment and pricing structure. In addition , there is strong competition between the fixed network telecom, second generation telecom service, third generation telecom service and internet phone. Four telecom services are good at different factors, therefore, new telecom services would not form competitive displacement for fixed network telecom. Thus, we argue that four telecom services satisfy different consumers needs, and they will survive in different segmentations of telecom market service.