Recently computer and communication industries have grown markedly and rapidly. The related industry of the passive components also grows fastly. especially inductor, resistor and capacitor aspects. However, there are so many companies engaging in this passive component business, and hence competition is extremely severe for domestic and foreign markets. Facing current situation the competitors of passive component business must have an effective strategy, or they will be eliminated from the market. In this thesis, the orientations of industry are divided into Product Leaders, Operational Excellence, Customer Intimacy, and Diversification. Based a literature survey of domestic and foreign information, the case study and the industry structural analyses and defining four strategic competition groups, we hope we can grasp the firm¡¦s key success factors (KSFs) to find the best strategy of competitive advantage.

ABSTRACT Following the soaring of worldwide semiconductor industry, the semiconductor industry in Taiwan has been developed a unique industrial characters and carried an evolution. As result, the traditional competitive strategy is no longer sufficient enough to meet the demanding of nowadays semiconductor industry. Same as the evolution of worldwide semiconductor, the development of Taiwan semiconductor industry is fluctuated by Silicon Cycle. The demand is booming in the peak season, which attracts lots of new entrants penetrate the market due to high profit attraction, on the contrary, the demand is declining in business recession with impact of over supply, the existing competitors will aim at the productivity efficiency, cost reduction program as well as enhance of the core competence in order to create the differentiation for the new application product and market mix, hence, the newly emerging market is certainly attracted more rival dealer penetration accordingly. The packaging industry in Taiwan semiconductor¡¦s sorts of specific fields is the most competitive one. The thesis research expects to find out how the new entrants in semiconductor packaging industry take the core competence in the severely competitive market. The study includes: (1) Key Success Factor (KSF) (2) Successful competitive strategies (3) Competitive strategies versus the relation of product and market mix (4) The fine tuning of competitive strategy in company growth. The development of competitive strategy includes (1) The analysis of external environment (2) The analysis of internal factors (3) Strategic alliance (4) The CEO¡¦s leadership and management ability (5) Product road map development (6) Market development. The feedback of performance in the execution of the positioned competitive strategies is continuous in favor to the further adjustment of the strategies. The research finally obtains the findings as the expectation of the thesis research through the methods of the analysis of the characters of semiconductor packaging industry, the developing of competitive strategy and case studies and come out suggestions for future entrant¡¦s reference. Keywords: Semiconductor, Packaging, New Entrant, Competitive Strategy

A merger of steel mills has arisen up in the global steel industry. What is the reason to activate those steel mills involved in such a kind of business action, even those steel mills are with a mass scale. According to the expert's prediction, only ten to twelve steel mills will be survived after ten or twenty years and each steel mill will with a capacity over fifty million tons. Actually, there is one steel mill reached this scale after merging with other mills. In chapter 1, to describe the background motivation, purpose and limitation related to the study. In chapter 2, the study of the related theory and information about the competitive strategy, merger and acquisition, diversification, core competence and strategic alliance. To understand the theory and can be used for the analysis in the next chapter. In chapter3, the introductions to the tendency of development for the global steel industry and the case of merger between the steel mill. To realize the reason, background, strategic thinking and expected benefit from it. Meanwhile, the introduction to the career of the development for the steel industry of the Japan, USA and Taiwan in the past and now. In chapter 4, the introduction to the China Steel Corporation and to understand what cause it to have the most competitive strength in the global steel industry. Also, two cases will be reported which concerned about the cost and experience brought to China Steel Corporation to realize how to learn from it next time for the merge and acquisition activity. In chapter 5, the conclusion has been made by the study. The diversification is the necessary step taken by the steel mills in order to grow up, but the key point is on the evaluation and estimation. The profitability and future expansion will be the top priority. Who can close to the end-user will be the winner for the competition. The major consideration to the merger and acquisition held by the steel mills lie on the complementary of the product, the market sharing and distribution and cost down. The Mainland China, due to its mass population will be a big consumer for the steel. So, China Steel should pay attention to evaluate and deep into the market of the South of the China where 500 million people will become a huge market in future. Is bigger the better? Somebody doubt it, the synergy and profit will be the focus on consideration to a merger activity.

It is very important for a company to build the sustainable competitive advantages by integrating the Knowledge and Information Techniques¡C China Steel Corporation¡]CSC¡^is facing the problems of industry upgrading and mutating ¡Binternational competition ¡B human resource inconsistency and knowledge inheritance at the moment¡C In order to solve the problems and keep growing of the company¡A the researcher suggested that CSC should use knowledge management to integrate the corporate strategy¡Bthe corporate culture and the production knowledge so as to strengthen the competitive advantages¡C The purpose of the research is try to develop a reference model of knowledge management for CSC and further study the performance of knowledge management in CSC at present¡C The result of research introduced four basic dimensions of model¡Awhich are as follows¡G¢¹.The knowledge of competitive advantages¡B¢º.The activity of knowledge management¡B¢».The performing steps of knowledge management¡B¢¼.The promoting factors of knowledge management¡C According to the reference model of knowledge management and in-field study of CSC to testify the feasibility of the constructed referenced model ¡A some suggestion and recommendation are proposed after testifying finally¡C Keywords¡Gcompetitive advantages¡Bcore competence¡Bknowledge management

Based the degree of product supplying issue, the original OEM manufacturers can be classified into three different types: original equipment manufacturer (OEM)¡Aoriginal design manufacturer (ODM), and original brand manufacturer (OBM). An OEM is a company that uses product components from one or more other companies to build the product that are sold under the customer¡¦s authorization. For the case that the OEM companies are capable to design the products, will be the ODM. Furthermore, an ODM company, which owns its brand and market channels, then it, is classified as an OBM company. Firms in Taiwan have upgraded from their original role of being OEM makers. Nowadays, lots of the domestic manufacturers have good abilities of being good OEM and ODM suppliers. Besides of OEM and ODM, some of them are shifting to being OBM¡¦s. However, unfortunately, most companies' information process can not run parallel with the changing of the roles they are. Main purpose of this study is, firstly, to provide an integrate model in information process design, and, secondly, to expand more strategic process advices for companies that intend to improve their process more efficiency and more flexibly. A case study, which is based on a selected electronic manufacturer, is used to verify the strategy model proposed in this thesis. And the results show that our model can be used to develop the framework of the information process efficiently.

Recently, Taiwan GDP has been increased continuously, outdoor sports are getting popular and we have 2 days off per a week. More and more people are encouraged to join the healthy outdoor sports. Golf is one of the quality, healthful outdoor sports. Also there are many new golf courses, driving ranges, golf shops. It helps golf to be very popular. At present, the top 4 golf manufacturing companies are listing theirs stocks in Taiwan markets such as Dynamic (OTC), Ota (OTC), Fusen (TSEC), Advance (preparing). Each company has its own strength and weakness. Also each company has a complete manufacturing strategy both in Taiwan and China. How does Dynamic use Benchmarking theory to upgrade their company strategy. The writer is interested in the research on the topic. In order to combine the theory and active operation, the writer designs the researching range as below: 1. The decision for the topic of Benchmarking. 2. Choose good company for Benchmarking 3. The trend of the external environment. 4. Use the resource of industrial specificity to upgrade the competitive strength.

ABSTRACT Thesis: Relationships among logistics capabilities, competitive strategy and firm performance. The purpose of this research is to find the relationships among logistics capabilities, competitive strategy and firm performance. This study tries to explore on the proposition that corporate strategy is most effective when pursued with resources/capabilities that ¡§fit¡¨. To test this proposition survey data form the Taiwan¡¦s logistics business and steel make industry are analyzed via SPSS & LISREL. The results indicate that: 1. The logistics capabilities include ¡§process capabilities¡¨, ¡¨value-added service capabilities¡¨, ¡§flexibility capabilities¡¨ and ¡§supply capabilities¡¨. Competitive strategies are based on M. E. Porter¡¦s generic business strategies include ¡§total cost leadership strategy¡¨, ¡§differentiation strategy¡¨. 2. The difference is statistically significant in those servicing business is more emphasized the important of flexibility capabilities than manufacturing industry and firms which middle annual turnover is more emphasized the important of value-added service capabilities than firms which lower annual turnover. 3. Process capabilities, value-added service capabilities, flexibility capabilities and supply capabilities are statistically significantly positively linked to differentiation strategy. Only process capabilities, value-added service capabilities, flexibility capabilities are statistically significantly positively linked to total cost leadership strategy. 4.Process capabilities, value-added service capabilities, flexibility capabilities are statistically significantly positively linked to firm performance. Both total cost leadership strategy and differentiation strategy are statistically significantly positively linked to firm performance. Only differentiation strategy is statistically significantly positively affected to firm performance. 5.The path, which most ¡§fit¡¨ model of firm performance, is process capabilities & supply capabilities linked to total cost leadership strategy and value-added service capabilities & flexibility capabilities linked to differentiation strategy. Keyword: logistics capabilities,competitive strategy,firm performance

There is no doubted that the enterprises have to face the changeful and competitive environments today. That is why the Taipower Company needs to gain competitive advantages by providing the best of service quality to the consumer in the power market. This study is expected to be useful to the Taipower Company on the point of service quality in the strategy of knowledge management. It is made use of measuring consumer perceptions of service quality and researched for what the types of knowledge management strategy will be based on them. A new model of customer knowledge management includes the task environment, several important dimensions or variables such as the strategy of knowledge management, customer knowledge management. It is discussed for the process of knowledge management and established the institution of knowledge management in the Taipower Company.

Abstract The research is to discover the competition among banks with platinum card without yearly charge. First of all, the general situation of the market of platinum card from May 2002 to June 2003 will be analyzed. Second, it is for the purpose of discovering the strategic groups, dynamic resource analysis, and reaction time of competitors respectively of the whole market of platinum card. Some factors that can influence the strategy of banks, such as time, competition, customers, resources and other parties will be regarded as analytic aspects. Finally, new 7¡¦S model will be used as an analytic tool in order to understand the main competitive strategies of China Trust Bank, Taishin Bank and Fubon Bank, which are the three primary competitors in the market. In this research, the primary information is attempted to be collected via deep interview in qualitative research method; then, the analysis will be completed by means of the integration of secondary information. The results of the research are also divided into five parts: 1. The interaction between banks and timing: Banks of small scale will prefer to follow up after the market leader joins; the timing that the competition launches the product will affect the policy of banks, and they will adjust the major functions or services of the products according to the different timing of entrance. 2. The interaction between banks and competition: Thorough differentiating the main competitors of banks, they can arrange the order and priority of the actions while implementing the strategies. In the future, banks should start to think from ¡§how to increase competitors¡¦ movable obstacle¡¨, and demolish the features that strategies are highly similar and easy to be imitated in the credit card industry. 3. The interaction between banks and customers: Banks must understand the difference of needs between what customers recognize and what banks recognize; then, endeavor to minimize this difference. Banks should undertake how to raise customers¡¦ switch cost, to find their needs that they themselves do not discover yet, and try to increase their loyalty. 4. The interaction between banks and resources: Banks should consider from a long-term point of view for the accumulation and creation of their internal resources, and the application for the resources lever. In addition, resources and capabilities required for the future should be trained up in advance. On the other hand, the obtainment of external resources is as important as the training of internal resources; hence, banks should think both of them highly and take advantage of each other. 5. The interaction between banks and other parties: The future competition might be the competition between industry networks, financial control companies, blocs or issuing organizations. Banks should improve their competency and increase the bargaining power with their partners. Therefore, they are able to look for a good partner and raise the barrier of exit of partners. Last but not least, some specific suggestions would be addressed to the banks of big, middle and small scales for the reference of their strategic planning in the future. Keyword: platinum card, competitive strategy, timing, and resource capability.

ABSTRACT The development of information technology and the evolution of micro marketing urged the enterprises to value the effects of implementing database marketing. In the era of emphasizing customer centric, creating niches of differentiation, enhancing effectiveness of marketing, improving customers¡¦ satisfaction, database marketing is the most important basis of the above mentioned marketing development. The distinctions of database marketing are systematic, long-term oriented and emphasizing planning and analysis, which are different from the ways of traditional marketing that most of the companies are using. Developing Database Marketing is a significant change for all marketing related activities. The sales team has to learn new marketing skills, change the present marketing process, to invest in information technology, even to adjust the functions of organization and build up new concepts of marketing in order to improve the effects of database marketing. Practically, implementing database marketing must follow the process of strategic planning, for the purpose of building up competitive advantages, considering the capability and demand of the enterprise, to create the functions that the enterprise needs, then to improve the performance of marketing. The application of information technology is an important strategy of improving operation capability of the financial industry. Many banks had implemented database marketing to enhance their performance. Leasing is an important sector of financial industry, which is very suitable to execute database marketing for the characteristics of its business. Presently, Chailease finance Co., Ltd. is the only leasing company, to implement data marketing. So, this thesis is to study Chailease Financing Co., Ltd. for the following purposes: 1. The objectives of strategy that leasing industry implements database marketing. 2. The appliances and methods of executing database marketing in the case. 3. The critical success factors of implementing database marketing in the case. After illustrating the case and analyzing the theory, we can figure out the critical success factors related to the purpose of the thesis. Then we chose the objectives of strategy, appliances and methods, and critical success factors as 3 dimensions of studying the critical success factors in implementing database marketing of Chailease Financing Co., Ltd. By the way of investigation of questionnaire, we analyze the individual factors and relations among 3 dimensions. After the analysis of questionnaire, the result from the research shows that the objectives of strategy of implementing database marketing have been effective. But some of the important functions are not workable due to the influences of insufficient conditions or requirements and the other prior objectives of organization.