The thesis titled „Development of competitiveness of company" deals with the current situation of the pension Kosanda in Jeseníky mountains, based on which proposals are created in order to develop the competitiveness. The proposals have been created after analyzing and exploring data and evaluation of questionnaires completed by the guests. These suggestions include the potential of the village, changes of the exterior of pension, event marketing, package holidays, incentive tourism. The theoretical part describes the basic concepts, principles and methods of strategic management and marketing. The analytical part is concentrated on the analysis and the last part presents proposals and steps to strengthen its competitive position.

This diploma thesis deals with the creation of business strategy for the development of small company. Especially at improving competitiveness and expansion of the branch network of retail stores with cheese. The thesis is based on the theoretical knowledge. In the analytical part is analyzed the current situation and based on the results is designed business strategy for the development of the company.

Original equipment manufacturers (OEMs) spend plenty of resources in developing products and establishing a profitable market. This includes time-consuming investigations, costly research and development processes, as well as a great deal of risk-taking. In comparison, certain companies specialise in fitting aftermarket merchandise to established markets of products. These companies copy existing aftermarket products as they supply the consumer an alternative that is often cheaper. These are regarded as ‘will-fitters’. Not only do will-fitters act within the market without the need for a lengthy R&D process, or exposure to high risk, but they also seize market share and thereby compromise OEM part sales. Will-fitters pose a concrete competitive threat to an automotive OEM in the aftermarket. The aftermarket is considered highly lucrative, as profitability is relatively high when compared to the car sales market. As will-fitters are active in the market, spare part market share is lost and pieces of a highly profitable market are seized by such competitors. This study investigates relevant OEM competition barriers for will-fitter deterrence and analyses the effects of implementing these barriers. The findings are based upon a case study performed at an automotive OEM, i.e. Volvo Cars. The case focuses on the OEM’s engine air filter, which is currently highly exposed to competition from alternative suppliers. Through combining theory regarding product development and entry barriers along with empirical findings at the case company, the study concludes six competition barriers that are relevant for the OEM as it faces will-fitters. These barriers are: patenting a utility, increasing the level of product complexity, raising the necessary financial investments, delivering additional value offerings, obtaining a strong customer value perception, and pricing competitively. The study concludes each of the barriers’ potency in competition deterrence and discusses the effects of implementing those barriers on the products’ underlying costs. Finally, it is concluded that these barriers could be implemented in order to deter competition. However, none of the discussed competition barriers has shown to yield complete market dominance for the OEM, i.e. a market without competitors. Rather, an effect in the form of decreasing the amount of competitors has been noted. Admittedly, reducing the sheer quantity of active market players seems favourableto the OEM, but a direct correlation with increased market share cannot be concluded. / Tillverkare av originalutrustning (Original Equipment Manufacturer, OEM) spenderar stora mängder resurser för att utveckla produkter och etablera vinstdrivande marknader. Detta kräver ett stort risktagande då tid och kostsam utveckling utförs utan garanterade intäkter. Till skillnad från OEM-företagen finns företag som enbart fokuserar på att producera eftermarknadsprodukter till redan etablerade marknader. Dessa företag, benämnda “will-fitters”, kopierar existerande eftermarknadsprodukter och erbjuder kunden ett, oftast, billigare alternativ. Will-fitters affärsmodell utgörs därmed av att agera inom etablerade marknader vilket medför drastiskt minskade produktutvecklingskostnader samt lägre risk. Som en konsekvens av will-fitters intåg i marknaden reduceras försäljningen för OEM-företagen. Will-fitters utgör därmed ett konkret hot inom eftermarknaden för en OEM såsom en biltillverkare. Eftermarknaden är en lukrativ marknad då vinstmarginalerna är höga relativt nybilsförsäljning. Då will-fitters är verksamma i marknaden tar de marknadsandelar och därmed tappar OEM en del av en lukrativ marknad. Denna studie undersöker konkurrenshinder relevanta för en OEM att implementera mot will-fitters och analyserar effekterna av att implementera dessa hinder. Resultaten baseras på en fallstudie utförd hos en biltillverkare, Volvo Cars. Studien fokuserar på biltillverkarens motorluftfilter, vilken är utsatt för konkurrens av will-fitters. Genom att kombinera teori gällande produktutveckling och konkurrenshinder med empiri från det studerade företaget togs sex relevanta konkurrens hinder fram för en OEM som konkurrerar med will-fitters. Dessa hinder är: patentering av en produkt, öka produktens komplexitet, höja de nödvändiga investeringarna, bidra med ökat värde, förbättra kundens uppfattning av produkten, sätta ett konkurrenskraftigt pris. Studien konkluderar konkurrenshindrens potential i att avskräcka konkurrens samt diskuterar hur implementation av hindren påverkar produktens underliggande kostnader. Slutligen påvisar studien att konkurrenshindren kan implementeras i syfte att avskräcka konkurrenter. Dock visar studien även att ingen av konkurrenshindren skapar en marknad utan några konkurrenter. Snarare, så är den påvisade effekten att antalet konkurrenter minskar. Visserligen är en reduktion av antalet konkurrenter i marknaden positivt för en OEM men en direkt korrelation med ökad marknadsandel har inte kunnat påvisas.

Organisations do not know how to effectively employ information systems to their benefit because business and information system(IS) decisions are not aligned and due to a lack of understanding of the different types of IS decisions. The objectives of the study were stated as follows: • To confirm the existence of a relationship between business and information system decisions. A review of the literature supported the notion that IS decisions need to be aligned with business decisions. • To clarify the link between IS strategy and structural decisions. The study introduced a framework that suggested that to facilitate the link between business and IS decisions the respective strategy components need to be linked and that IS structural components will primarily be determined by IS strategy components. Information systems have become a strategic resource for all organisations and, not only is it perceived a very important competitive factor, but the importance will increase in the years to come. Organisations spend large amounts of money on information "':> systems. There is also the expectation that IS should CQ!ltribute_ to the achieve,£1:enμi, business goals and the overall financial performance of the company. Most senior executives believe that the amount of money invested in information systems and technology cannot be justified based on it's perceived contribution to the achievement of organisational objectives! Considerable effort was made to identify the relevant business strategy, IS strategy, and IS structural components. The business strategy components identified were selected specifically for their competitive focus. The population selected included the top companies in South Africa based on financial performance. The basis for the decision was that successful companies would link business and IS decisions and they would understand the intrinsic differences between IS strategy and structure components. / Business Leadership / D. B. L. (Business Leadership)

汽車電子在過去數年中因汽車駕駛輔助系統(Automotive Driver Assistance Systems，ADAS)發展，取得了顯著的進步，除了豐富駕駛體驗，並為駕駛資訊創造新需求，而影像系統一如汽車的眼睛在ADAS中則扮演了關鍵角色。目前新一代汽車影像系統裝有數個攝像頭，它們精確佈置以覆蓋整個汽車周圍，從而實現更優化的安全系統。經由了解影像系統的發展如何成為未來智能汽車的一部分，以及系統如何進行創新演進，對於車用電子產品開發策略來說非常重要。本研究將分五個部分來探討車用影像系統如何成為S電子科技公司企業策略發展產品。 　　第一章為緒論，主要介紹研究背景、研究動機和研究方法。第二章主要為產業分析和對策略管理相關理論概述。以汽車電子產業為中心，分析汽車零組件、電子元件及電動車發展相關理論，最後介紹策略工具「商業模式圖」。第三章為研究方法，第四章為分析與實證研究，重點分析個案電子公司外部競爭環境及產品競爭力。主要以ADAS在汽車電子產業所誘發新市場及汽車電子零組件產業競爭狀況構面來加以分析，並整合策略競爭理論及汽車電子零組件產業的內、外部競爭，最後藉由「商業模式圖」分析個案電子公司經營策略發展脈絡。 　　汽車電子市場環境變化的並非同一般高科技電子產業快速，雖然不斷有新技術、新產品與新市場出現，但產品生命週期將會隨車用認證標準所牽制，企業的策略要維持競爭力，不能以短期獲利模式來形塑成本結構。電子產業如何打進主要汽車大廠Tier1、Tier2之供應鏈，將電子產業之豐富資源與汽車電子市場媒合，並為企業帶來創新發展，故相當值得業界與學界深思與探討。僅期望透過個案電子公司的車用影像系統發展研究，乃至於未來車用電子零組件企業進行產品發展決策與執行方針，提供理論和實務的參考。 / Since the development of Automotive Driver Assistance Systems (ADAS) prospered, the automotive electronics have significant progress in the past few years, not only enrich the driving experience but also create new demand for the driving information. The imaging system is the automobile's eyes, played a key role in the development of ADAS. A new generation of automotive imaging systems are currently equipped with several cameras, they are precisely arranged to cover the entire car around and in order to achieve a more optimized safe system. Through the development of imaging systems, to understand how they become part of the intelligent car of the future, and how the system evolution. Development Strategy for automotive electronic products is very important. In this study will be divided into five chapters to discuss how a company developing the product of automobile imaging system. The first chapter is the introduction, mainly introduces the research background, motivation and research methods. The second chapter is the industry analysis and an overview of strategic management theory, and introduce the strategies tools "Business Model Canvas." The third chapter is the research methods. The fourth chapter is the analysis and empirical research, focuses on the case of electronic firm external competitive environment and product competitiveness. Mainly in ADAS-induced new market and case study to "Business Model Canvas". The last chapter is the conclusion and recommendations How the electronics firm to becoming the Tier1/Tier2 supply chain of major automotive manufacturers, through the tremendous resources between Electronics Industry and Automotive Electronics Industry. There are many issues worthy of discussion between the industry and academia. We hope that through the case studies on the development of automotive imaging systems, merely provide the theoretical and practical reference.

TFT-LCD產業被譽為臺灣「第二半導體產業」，在國人的努力下，2006年台灣大尺寸TFT-LCD的出貨量和產值，均已躍居世界第1位。由於該產業處於變化快速的競爭環境，如何找出企業的核心資源與核心能力，考慮企業資源基礎的發展問題，協助管理者制定出最適之競爭策略，讓企業能在競爭環境中持續成長與發展等，都是重要且值得探討的課題。 本研究採定性的個案研究法，以台灣2006年大尺寸TFT-LCD產業產量前3名之領導廠商（友達光電、奇美電子、中華映管）為個案研究對象，深度探討其核心資源、核心能力、競爭策略、競爭優勢等項目之內涵及其關連性。經由現有的TFT-LCD相關資料、資源基礎理論等文獻歸納，以及個案研究的分析，本研究主要的發現如次： 一、台灣TFT-LCD企業所擁有的核心資源係來自公司所擁有的獨特的異質性資源組合，其最重要核心資源是無形資源，最重要核心能力是組織能力，主要的競爭策略為是成本領導（或集中）策略，最主要的企業競爭優勢為組織能力。 二、台灣TFT-LCD企業都是獨特異質性資源的組合，以致於每一個企業均具有不同於其他對手的表現。 三、臺灣TFT-LCD 企業的核心資源、核心能力和競爭策略、競爭優勢間，具有相關性：企業的核心資源和核心能力是制定和執行競爭策略的基礎；企業競爭優勢的來源為核心資源和核心能力，且最主要來源是核心能力；當企業有利潤時，將持續發展公司資源及能力，以維持企業持久性競爭優勢。 / The TFT-LCD industry is known as the “second semi-conductor industry” of Taiwan, where, thanks to joint efforts of local talents, in 2006 both the shipment volume and the output value of Taiwan’s large-size TFT-LCD became No. 1 in the world. Because the industry is situated in a competitive environment that changes drastically, there exist several important issues that deserve further study, including how to identify core resources and core competences of the companies, consider development of enterprise resource bases, help management formulate the most adequate competitive strategies, and allow companies to continuously grow and develop in the competitive environment. This study adopts the qualitative case study method, where it uses three leading manufacturers that have the largest production output in Taiwan’s large-size TFT-LCD industry in 2006 (AU Optronics, Chi Mei Optoelectronics, and Chunghwa Picture Tubes, LTD.) as the subjects of this case study to conduct in-depth research on contents of and correlation among their core resources, core competences, competitive strategies, and competitive advantages. By induction from reference materials such as existing TFT-LCD-related data and the resource-based theory, as well as case study and analysis, this study presents main findings as follows: 1. The core resources owned by Taiwan’s TFT-LCD manufacturers come from combinations of unique heterogeneous resources owned by the companies, where their most important resource is intangible resource, their most important core competence is organization capability, their main competitive strategy is the cost leadership (or concentration) strategy, and their main corporate competitive advantage is organization capability. 2. Every TFT-LCD manufacturer in Taiwan is a combination of unique heterogeneous resources, so that each company performs differently from its competitors. 3. Correlation can be found in core resources, core competences, competitive strategies, and competitive advantages of Taiwan’s TFT-LCD manufacturers: core resources and core competences of the companies are the basis of formulation and execution of competitive strategies; corporate competitive advantages result from core resources and core competences, and the main resource is core competence; when a company makes profits, it is going to continuously develop company resources and competences, in order to maintain corporate sustainable competitive advantages.

傳統商學院論文所探討的競爭態勢多半聚焦於廠商間的競爭，著重組織對組織、集團對集團的互動過程，本研究提出競爭的另一種型態，描述由個體所組成的非正規群體(駭客)與組織集團(廠商)的競爭，以病毒與防毒軟體廠商的互動過程為例，透過歷史的描述呈現電腦病毒、防毒廠商、戰爭三個構面。 本研究以病毒為描述主體作為邪惡的反方角色，並且深入探討其背後的核心操控者：駭客們的動機與行為，之後將相對應的正方角色：防毒公司拉進來，詮釋病毒與防毒軟體的互動過程。最後，整理出在歷史的演進之下，病毒/防毒戰爭過程中的脈絡與攻防特性，並演譯歸納出病毒的五大創新特點：技術Deeper、影響範圍Bigger、傳播速度Faster、病毒行為Smarter、產業結構Robuster。 綜觀國內外商學院論文，尚無類似論述，其突破性貢獻有三：其一，本研究提出以病毒負效用的特性作為創新的論述，至今無人提出，雖可議卻也空前；其二，本研究突破過去討論病毒相關議題僅考量單項變數的限制，以全面性的系統觀點探討其特性；其三，此類議題的相關論文處理方式多半以量化、實作亦或次級資料整理為主，本研究則進行深入訪談的田野調查。 基於創新來自於邊陲的概念，本論文希望排除道德的限制，單純從特性上加以考量其創新，並非鼓勵或褒揚之意。希望提供企業以另一個層次的角度思考本文所提出之創新觀點，應用於研發管理、創新管理、行銷管理、策略管理等領域，興許能有不同的創新解決方案。 / Most papers from the traditional business school discuss the competitions among manufacturers, and focus on the interactions between organizations and between groups. However, in this paper, we propose another type of competition - the competition between the hacker (composed by the individuals or non-regular organization) and the manufacturer (organizations or groups). Here, we take the interaction between virus and anti-virus software manufacturers as example to describe the 3 dimensions among computer virus, anti-virus software manufactures and their contests. In this thesis, we take virus as the evil side and expect to dig out the motivation and behavior of the hackers, and then we take the anti-virus software manufactures as the counter side to discuss the interaction between virus and anti-virus software. Finally, we sum up the 5 innovative characteristics of the virus: the skill is deeper, the incidence is bigger, the spreading speed is faster, the virus behavior is smarter and the industrial structure is more robust. In this thesis, there are 3 unprecedented distributions: first, we propose the innovative concept by using the disutility characteristic of virus; second, we breakthrough the restriction that only taking the single parameter into consideration, and we take the total system viewpoints into consideration to discuss its characteristics; third, instead of quantification, experimentation, and sub-data collection, we do the research through the interview and the field work. In this thesis, we wish to eliminate morals constraints, just consider its innovative concept, and not mean to encourage or commend it. Furthermore, we expect to provide the enterprises another way to think about this new concept, and apply it in research and development management, innovation management, marketing management, strategy management, and so on. We believe that there will be some other different innovative solutions.

企業之競爭策略，對於其生存與發展具有舉足輕重的影響力，而董事會依法對策略負有監督與協助制定之責，以提升企業績效，極大化股東財富。各理論學派也均同意董事會在策略制定上具有重要影響力。故本研究參考Baysinger and Robert (1990)及Pearce and Zahra (1992)等學者的理論架構，納入策略資源投入(衡量企業策略)，並依He and Mahoney (2006)之建議，將董事會特性劃分為董事會動機與能力兩部份，探討董事會動機與能力、策略資源投入及經營績效之關聯性。 本研究之主要研究結論包括： 1.董事會動機和能力與研發策略資源投入有顯著關聯性，但對其餘三種策略資 源投入(降低成本、行銷、品牌)無顯著影響。而Pearce and Zahra (1992)認為策略會影響董事會組成之看法，本研究實證結果並不支持。 2.董事之參與程度越高，企業之經營績效越好，而監察人之參與程度則與經營 績效無顯著之關聯性。 3.納入策略資源投入變數後，董事會動機與能力變數仍維持與企業績效呈顯著 相關，而整體模型解釋力提升。 4.董監持股與經理人持股對所有策略資源投入與經營績效關聯性有顯著影響， 而機構投資人持股、董事會規模、董事會專業性與董事會參與程度則對部份 策略資源投入與經營績效關聯性有顯著影響。 / A company’s competitive strategy plays a crucial role in its sustainable development. In order to escalate the performance of the company and maximize the wealth of the shareholders, the board should oversee in the process of formulating a strategy and assist when the strategy is under its way. All corporate governance theorists agree that the board has important influence on strategy planning. Adopting the framework of Baysinger and Robert (1990), and Pearce and Zahra (1992), this study takes “strategic resource input”(measuring corporate strategy) into another consideration. This research also divides the board characteristics into board motivation and capability according to the advices of He and Mahoney (2006). The present study aims to investigate the relationship among board motivation and capability, strategic resource input and operating performance. Several conclusions can be summarized as follows: First, the board motivation and capability is significantly related to R&D strategic resource input while the other three strategic resource input(cost-down, sale, patent) plays little role in this study. In addition, the empirical results don’t support what Pearce and Zahra (1992) claim that strategy will affect the board’s composition. Next, the results indicate that better operating performance is associated with higher participation figure of the directors but not the inspectors. Next, incorporating strategic resource input into the study enhances the explanatory power of the model whereas the effect of board motivation and capability on operating performance remains the same . Finally, the present study suggests that stock holdings of the board and the manager seem to have significant effect on the relationship of strategic resource input and operating performance. In addition, other factors, such as the board scale, professionalism and participation figure, have partial effect on the relationship between strategic resource input and operating performance.

The impementation of the Strategic Analysis of Bonatrans, a. s. is the main object of the Diploma Thesis. The firm is operating in the market as a supplier of the railway components. Due to the worldwide scope of activities of the firm, the Thesis is focused on the External analysis with the emphasis on the opportunities and threats seeking, arising from the increasing globalization, the high degree of international integration and the changes in the Railway Indusry Sector. The Thesis comprises The International Business Sector Analyis, Competitive Analysis and it takes into account the population growth, urbanization and the impact of climatic change and technological revolution. The practical part of the Thesis is fully based on the theoretical part. After determining the Business Factors of Success and Cmpetitive advantage the Strategic Recommendations for further development of the company are established.

Submitted by Nara Lays Domingues Viana Oliveira (naradv) on 2015-06-16T19:47:22Z No. of bitstreams: 1 00000929.pdf: 1086227 bytes, checksum: febf08ca1925bf47d7790ed1e4148cdf (MD5) / Made available in DSpace on 2015-06-16T19:47:22Z (GMT). No. of bitstreams: 1 00000929.pdf: 1086227 bytes, checksum: febf08ca1925bf47d7790ed1e4148cdf (MD5) Previous issue date: 2013 / Nenhuma / Na busca pela competitividade, as organizações buscam na cadeia de valor identificarem suas atividades de relevância estratégica para que se possam entender as origens e os potenciais de diferenciação e o comportamento dos custos. Dessa forma, as atividades de potencialização estão relacionadas com o desempenho dos processos internos e com o crescimento organizacional. O objetivo desse trabalho é identificar, na cadeia de valores da organização objeto do estudo de caso, quais as atividades e elos de maior potencial de valor agregado, identificando possíveis oportunidades do uso da Tecnologia da Informação (TI) para obter vantagem competitiva ao negócio da empresa. O trabalho apresenta o estudo de caso como modalidade de pesquisa qualitativa, numa indústria brasileira de grande porte do ramo de bens de consumo. Os dados foram coletados por meio de entrevistas em profundidade e questionários semiestruturados abertos realizados com Diretor Geral, diretores corporativos e gerentes da alta administração da organização. Assim, o resultado da pesquisa apresentou direcionadores a serem observados que orientam o uso de recursos de TI como forma de alavancar vantagem competitiva para o negócio da empresa, agregando valor na cadeia produtiva, operacionalizando os processos do Sales and Operation Planning (S&OP), estabelecendo ações que impactam nos três níveis de estratégia corporativa, do negócio e funcional. / In the search for competitiveness, organizations seek to identify, in their value chains, activities that are strategically relevant to understand the origens and possibilities of differenciation, as well as the cost behaviours. Thus, the activities of empowerment are related to the performance of internal processes and of organizational growth. This thesis seeks to identify, in the value chain of the organization that is object of study of the present paper, which activities and links have higher potential of value-added, identifying possible opportunities in the use of Information Technology in order to obtain competitive vantages to the company. This paper presents a case study as a form of qualitative research in a large Brazilian company operating in the area of consumer goods. Its data were collected through in-depth interviews as well as through semi-structured and open questionnaires with the company’s director, corporate directors and managers of the organization. Thus, the research’s results show some directions to be followed. They guide the use of Information Technology as a way to levarage competitiveness advantage for the company’s business, adding value in the supply chain, while at the same time operationalizing the process of Sales and Operation Planning (S&OP), and establishing movements that have impact in the three levels of corporative, business and functional strategy.