This study discusses competitive interaction between firms¡¦ behavior of interaction and competition among manufacturers is divided into two categories, one for the initiation of innovation activities, the other is to respond to innovation activities. In this thesis, I attempt to explore what are the factors that affect the company's launch for the innovative and dynamic response back? This study focuses on 2000 to 2009 years, the competitive interaction between mobile phone brands to explore, from the Internet and newspapers and magazines to collect data and information is then processed to quantify the way proposition verification.

In Korea, the output value of the supplementary schools that provide instruction services by internet is over 30% of total value. And there are more than one hundred supplementary schools using e‐learning as their major instructing tool or assistance. In Japan, the rate of supplementary schools using e‐learning to teach students is over 80%. In Taiwan, The case company ‐ ¡§A¡¨ Cultural & Educational Group, is the biggest one of all supplementary schools that using e‐learning to instruct students or help them studying. Among 2000 to 2009, the competition among supplementary schools in Taiwan is intense, but the case company still keeps growing and double her scale. By the method of case studying and business result analysis. The thesis tries to figure out what her strategy is and why she uses e‐learning to increase her competitive abilities. And then, give some advises to ones whom want to imitate her.

Abstract Semiconductor Distributor regulate the market supply and demand functions, Also playing a bridge for the upstream IC suppliers and downstream system manufacturers. With the development of the industry, life cycle of end products is getting shorter, the upstream supplies can not precisely hold the marketing trend of end products.However, a professional IC distributor has marketing capability to grasp the trend of end products, to provide the integration of application consulting, logistics resources, services and therefore to provide a complete total solution of helping customers to develop new products . So the distributors increased in self-value-added and gained customer trust . Moreover, it enhanced the connection to customers and could lead the market gradually. So it still is a key position in the components supply chains. Small- medium distributors not only face with the large domestic distributors but also on the face of international distributors competitive threat. By changing the marketing strategy, it may affect small-medium semiconductor distributor to choose a differentiated way, so they may develop of a unique competitive advantage. If distributors increase their technical capability for products application and provide a total solution to customers, they could lower the pressure to sell total solution instead of single parts. By providing total solutions and modules as selling point, it can raise the profit and also increase the connection between customers, therefore, strengthen the competitive power of enterprise. This study focused on the transformation strategy of small and medium distributors. The study found that when facing marketing competition, small and medium distributors will have three kinds of Business Transformation strategies: 1. To go with the medium, and large distributors direction. 2. To go with technology-intensive direction to be a solution provider. 3. To make diversification strategy direction. In this study, small and medium semiconductor distributors are main subject case study. The study through empirical analysis of the case and found out the business transformation of the three possible directions. And we are looking forward to providing a direction of thinking and hoping next researcher for further improvement.

Abstract As technology advances, new computer, telecommunications and consumer electronic products are constantly being introduced, giving consumers more choice than in the past. However, fluctuations in the business cycle mean that competitors fight to gain market share and this often results in an oversupply of 3C products and a decline in prices. Taiwan's notebook industry is world-famous, but because of pressure from foreign companies profit margins are relatively low. The notebook producers try to control the price of the components by putting pressure on component makers. This leads to a price war between the suppliers and even the winners of this war still have to cut prices on a quarterly basis. Technology, consumer preferences and prices are all changing rapidly. Component agents are being squeezed between suppliers, who want to maintain a fixed price, and customers who want prices to be cut. This has reduced profit margins. This research focuses on how passive component agents change in response to this situation and meet the demands for higher quality, better service, lower prices and faster delivery. The case study concerns Company A, which originally acted solely as a passive component agent. It examines how, between 2002-2010, the company restructured its business and supply chain and developed its own-brand components to gain key competitive advantage and establish an operating platform. This study researched the relevant literature and information concerning Company A to produce a summary of the company's transition strategy and how it was implemented. It is hoped that this research will provide a reference for other agents which are going through a similar transition. Keywords: passive components, OEM, own-brand, competitive advantage

In recent years, more and more rapidly changing industry environment, enterprises face the challenge of more intensive, rapid response and then how to stay competitive, re-use of information technology has leapt to the table; contingent competing in the business community into the building process in the ERP, From time to time to hear the company spent a lot of money, but often can not feel the corresponding benefits of ERP, gradually "ERP" in the public mind, by the tool should be as effective competition, and gradually became a large enterprise proprietary products or a modern enterprise to determine whether the "symbol", it is deeply regrettable. As "enterprise of change management into ERP" (Electronic Commerce Research, Winter 2003, Volume I, Phase II) mentioned in the article, the enterprise is full of setbacks to promote the main reason why ERP is: underestimation of change management, budget overruns and time schedule was repeatedly pushed back, in addition to employee resistance to mind is the reason can not be ignored. In other words, is not a warning to avoid the ERP can successfully import it? In the end what is the KSF for Company to implement ERP? Is ERP implementation a management innovation? How to make a management innovation? What are the bottlenecks to implement the ERP? How to break them? Can the ERP improve the performance of the business operation? Does ERP implementation needs lots of resources, ex: manpower or money? Is it right that ERP is the only way lead to the growth of a company, and it will lose its competitiveness without ERP? The ERP will be present to promote the success of the enterprise as a case study, to understand their development process, encountered those problems? How do they overcome? After implementation of ERP, what company can benefit ? Hope that the success stories by practitioners to explore the key factors to success, but also hope to set out clearly the importance of promoting the implementation of ERP programs, and touch to what the problem might be, how to solve in order to improve chances of success.

As the leading brand in the international PC industry, Acer has been encountered countless challenges on dramatically environmental change when it endeavored to create and operate its own brand. To achieve the aim of sustainable management and the strategy of organizational growth, Acer has embarked on its reengineering several times since it was established. The purpose of this study is based on the Resource-Based View to uncover what kind of key factories contributed in Acer¡¦s two time of reengineering? And what kind of unique resources and capabilities were created? This study also characterized and catalogued these unique resources and capabilities to figure out clearly that what kind of main resources and capabilities existed at the first glance. There are three stages for Acer¡¦s transformation: the first time reengineering was happened in 1992; the reengineering in 1998 was called the quasi-reengineering stage that Acer adjusted its organizational structure to relocate operational direction; the second time reengineering was happened in the end of 2000. Based on above three different stages, this study analyzes the effect of internal and external environment as well as the operational strategies on each stage to infer its resources and capabilities. Moreover, This study categorizes these resources and capabilities by the classify method of Fong- Cher Min (2000) into four groups, Tangible Asset, Intangible Asset, Human Resource and Organization Capability, and discuss how Acer used these resources and capabilities to foster them became the Sustainable Competitive Advantage to overcome the harsh IT industry environment. By the way of analyzing the case company in depth, this study found that the probability of resources or capabilities can be upgrade into the Sustainable Competitive Advantage was not only affect by the properties such as Appropriability or Inimitable, but also greatly influence by outside environment. Furthermore, the next time success of reengineering was attributed to those of resources or capabilities which have been accumulated since earlier periods. Therefore, this study suggests that a firm should continuously adjust its competences as well as accumulate reengineering experiences to cope with the unpredictable environment.

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Business cycle influences most of all industries without changing for year. However, semiconductor industry got the most affected one among those industries. The subsidiary industry of semiconductor industry¡Xsemiconductor equipment industry inherit all of characteristic from semiconductor and shows more significant performance than semiconductor industry to the business cycle. It had to increase the salary to enhance the attraction to get employee¡Xespecially those employee to do the after sales service jobs, while the business cycle is in the upturn position. It resulted in increasing human resource cost to those semiconductor equipment players. Of course, it will be the first target to reduce fixed costs which increased from the upturn, while the business cycle get to the down turn position. It will NOT benefit to semiconductor equipment industry if all the players just increase/decrease the employee numbers to response back to the business cycle fluctuation. Not only eroding the competition but also increasing the socioeconomic issue if a company follows the obsolete way to handle the business cycle fluctuation. There is still few industry could be utilized and have had been tremendous growth such as internet industry. If we could utilize internet technology to establish one system to achieve current operations in service and maintenance, it will help semiconductor equipment players a lot to decide how many employee they should increase while the business cycle in upturn position according to the internet system. By doing this way they could shift the thumb of the rule from original obsolete way. Porter¡]2001¡^points out that many of the companies that succeed will be ones that use the Internet as a complement to traditional ways of competing, not those that set their Internet initiatives apart from their established operations. This study not only could offer a new thinking to current players in semiconductor equipment industry to establish competitive advantage, but also provide a basis for those players in Taiwan intend to involve in semiconductor equipment industry. It will build up Taiwan semiconductor equipment industry¡¦s competitive advantage by increasing the successful rate for those Taiwan players in the industry and secure the Nation sustaining competitive advantage by aggregating more successful semiconductor related industry.

Abstract Haier is considered one of the miracles in electronic appliances in the twentieth century. A company was with deficit of 1.47 million RMB in 1984 and became an international and global company with 72 billion RMB in 2002 and had the average growth rate of 80% in the last twenty years. Haier has such unique and distinctive resources which have made her outstanding among the competition and she presently becomes the biggest electronic appliance manufacturer in China. Also, Haier, already a multi-national enterprise, had rapidly moved up to the top 5 ranking of the major US appliances makers in 2003. Haier¡¦s management way is well accepted internationally and her achievement is adopted as a successful business model as well as a case study in Harvard University, IMD (Lausanne, Switzerland), Kobe University (Japan) as well as many other universities in the world. With the Chinese philosophy as a base plus the total quality management concepts continuously, Haier attracts the interest of University to study and also benchmark by the other corporations. This paper uses Haier as a typical example to describe her three phase developments: building brand name, diversifying products and going multinational approach. It also analyses how the philosophical thinking of Haier¡¦s president, Zhang Ruimin, affects on the enterprise culture establishment. Besides, this study identifies Haier¡¦s distinctive resources, which constitute and create her own competitive advantage to sustain the competitiveness in the market. In addition, the research adopts Rindova and Fombrun¡¦s competitive advantage model as a guide to generate a common systemic competitive advantage model with the consideration of human interactions. The overall objective of this paper is to construct a general competitive model that can provide the same or different enterprise as reference.

Fastener industry has developed for fifty years in Taiwan, and it created significant contribution to be called ¡§Economic Miracle¡¨. First, this research used questionnaire as research. The purpose is to understand the fastener company¡¦s opinion adopt automobile¡¦s quality system of QS 9000 or ISO/TS 16949 to understand the company¡¦s motivation, benefit and long term performance after adopting the QS9000 and ISO/TS 16949. Moreover, this research interviewed six companies in fastener industry to understand the certification of quality how to affect the fastener industry. In questionnarire aspect, quality system will affect in two sides. One side is reducing the company¡¦s the inner cost, including less bad products, inner process improvement etc. The other side is improving customer satisfaction, including fast and correct delivery, best handle customer complainant. Otherwise, from interview results we discovered that the fastener company in Taiwan must provide more additionally valuable products. In order to enter this product niche, to got quality certification is the necessary condition and is the way to build the entry barrier. Therefore, getting several quality certifications are the basic competitive strategies of the company and also build the competitive advantages of the company. It is not only improving company¡¦s profit, but also promoting supply chain performance in this industry.