Approved for public release; distribution is unlimited / In a time when defense spending is under close scrutiny, each command faces a potential shortage of funding. There is, in theory, a level of resource, called the critical mass of core resources, below which a command cannot continue to fulfill stated mission objectives. This thesis develops a critical mass/core resource model for use in Navy budgeting and applies the model to the Naval Auxiliary Landing Field, Crows Landing, CA. The model may be more useful than the current incremental approaches in the formulation, negotiation, and execution phases of budgeting. The model provides a framework that may strengthen and protect the command from priorities imposed by outside forces, or, more likely, will permit commands to identify mission opportunity costs or losses resulting from budget cuts. The critical mass model may be superior to current budget formats in the execution phase because resources are normally allocated on mission priority. / http://archive.org/details/budgetingundercr00gilb / Lieutenant Commander, United States Navy

This study is to explore the future development of Bank of Kaohsiung (BOK), the only Kaohsiung based medium-size banking institute. Due to the close relationship between banking and economic development, banking institutes with headquarter at Kaohsiung serving the local enterprises in this region play a significant role. While¡Amost of the local banking institutions in Kaohsiung area moved their headquarters to Taipei or have been merged by Finance holding companies owing to their poor performance. BOK is the only one left. Nevertheless, BOK should not be satisfied with the advantage of being the only medium-size local bank, but has to seek the way to withhold the advantage from the market and survive even better when facing the severe competition from giant Finance holding companies. This research adopts the questionnaire research method of case study and carries on the research by exploring: 1.the viewpoint of the middle-ranked clerks of BOK for the value of the Bank¡¦s operation core resources. 2.the viewpoint of the bank clerks of BOK for their intention and cooperative willingness in the bank development, including bank organizational change and economies of scope. The conclusions of this study are presented as follows: 1.Most of the middle-ranked clerks of BOK agree to the view points of resource-based view that ability is more important than resources , intangible resources is more important than physical resources and finance resources. 2.42.5% of bank clerks agree that it is a major defect of BOK with most of their branch office located at the southern part of Taiwan. Over 70% of bank clerks agree to move of the poor performance branch office to other volatile city. However, 84.5% of the questionnaires insist that any assignment to serve in other area shall be volunteered. 3.Developing the wealth management business is mild positive to bank clerks of BOK, and young, new coming, high educated bank clerks are more optimism. Over 80% of bank clerks recognize that solid customer support is the great asset of their Bank. 4.Expanding the loaning business among the medium and small enterprises is mild positive to bank clerks of BOK, especially high educated young bank clerks. 5.Nearly half of bank clerks believe that there is a little chance that BOK will not become a financial holding company. Also, 42% of the employee reject or highly reject the Bank to carry out actively to merge with other financial holding company. This research attempts to make some contributions on this subject. We start from the viewpoint of the middle-ranked clerks and bank clerks of BOK, through the empirical questionnaire research. We hope this can provides an objective discussion platform for people who concern the future development of BOK in the relevant issues.

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 .

Abstract Globally recognized for its investment strengths, Taiwan offers superior geographical and cultural advantages, a vibrant yet stable economy, technological prowess, tightly integrated industrial infrastructure, professional talent and a skilled labor force. Taiwan¡¦s economic strength is rooted in its industrial base, which started with a manufacturing boom in basic-level exported goods and progressed to technology intensive industries, such as electrical goods and chemicals. The Taiwan government is dedicated to attracting investment by establishing a free and open investment system, and by providing a good environment for corporate operations. According to the 2005¡ã2006 global competitiveness report issued by the World Economic Forum (WEF), in 2005 Taiwan ranks fifth in the world (behind the countries of Finland, the US, Sweden and Denmark), and first in Asia, in growth competitiveness. In its 2nd report in 2006, Business Environment Risk Intelligence (BERI) of Switzerland ranks our investment environment sixth in the world and third in Asia. The assessments compiled by these institutions, all of which enjoy a high degree of public trust, make it clear that Taiwan has a low-risk investment environment that is suitable for investment, and that its investment environment is a highly advantageous one1. Therefore, the study applies the resource-based theory to the exploration of relationship between core resources and strategy, makes use of records and case study to develop the relevant conclusion and further presents the academic and practical contributions, and provides suggestions for Taiwan enterprises to deliberate the further strategy and direct how the subsequent research concerned is conducted.

In order to stay sustainably competitive and provide low cost, high quality products safely and on schedule, China Steel Group must depend on a highly automated and sophisticated electric control system for dynamic and optimized control. Therefore, the promotion of group synergy as well as integration and management of the resources of China Steel Group¡¦s electric control system become the main purpose of this study. This study is based on resource-based theory, Collis & Montgomery's strategy and the literatures on Group Company¡¦s management. Management system of Formosa Plastics Group, three Japanese and one Korean Steel Groups were also investigated as benchmarking practices. Following issues have been analyzed via 4 experts¡¦ interviews and 135 questionnaires: 1).Core electric control resources with sustainable competitive advantage of China Steel Group, 2).The electric control resources¡¦ integration and management system of China Steel Group, 3).The necessity and direction to establish China Steel Group¡¦s general management office. Findings and conclusions of this study are shown as follows: 1) . Core electric control resources with sustainable competitive advantage of China Steel Group: a. Expertise is the most important core resources of electric control system; process and operation domain knowledge, process control maintenance knowledge and basic engineering of electric control project are the most sustainable competitive advantage in daily business operation. b. Process domain knowledge in rolling mill is the most valuable and difficult electric core resource and need to be enhanced first. c. The most important factors to evaluate the performance of electric control business are: quality, time schedule, safety and environmental protection, technical ability, communication and coordination services. 2) . The electric control resources¡¦ integration and management of China Steel Group: a. Through resources, business and organization as well as by the coordination and monitoring system, the integration and management of the electric control resources of China Steel Group will become more effectively. b. In addition to the original electric control maintenance and engineering business, China Steel Group should strengthen the function of electric control professional staff to integrate the group¡¦s resources. c. The way to integrate electric control resources are: technology and information integration, material and logistics integration, process/organization and human resources integration. d. Project detail design and software maintenance for DCS and PLC should be subcontracted to subsidiary company, InfoChamp System Corp., to enhance its capability in addition to keep core capability inside China Steel Group. e. Maintain the existing district-based electric maintenance system; Integrate group-wide resources to set up group¡¦s electric control engineering company responsible for all group's electric control projects; Functions of companies¡¦ electric control department shall be transformed into group¡¦s professional staff. 3) . The necessity and direction to establish China Steel Group¡¦s general management office: a. The performance of resource integration in China Steel Group is very important. b. More than 85.2% of respondents considered Group¡¦s general management office should be established or expand the parent company (China Steel Corp.) existing organizations to integrate the resources of China Steel Group. Finally, the result of this study is not only meaningful for China Steel Group but also can be applied in other industry group companies and engineering companies.

In recent years, tourism has been recognized as the most potential industry. Kaohsiung is a city which has a very rich cultural and natural resources such as mountains, sea, river and sea port to develop the tourism industry. Due to the official opening of high speed railway and completion of Kaohsiung Mass Rapid Transit increased accessibility to attract many tourists. The most popular tourist accommodation is the new "daily rental suites" instead of the traditional hotels or motels. Through the competitive advantage matrix analysis model to find out the competitive advantage of daily rental suites, one dimension is from the outside analysis the key success factors of the industry, the other dimension is from the inside analysis the assets and capabilities of the daily rental suites which select three well-known ones in Kaohsiung as my study cases. The main contribution of this research is summarized six competitive advantages of daily rental suite through the matrix as (1) location, (2) the reputation and the brand, (3) service quality, (4) price, (5) atmosphere and (6) room equipment and decoration. The results show that daily rental suite¡¦s core resources how match with the key success factors. By examining their feature of the core resources to reinforce his internal assets as well as capabilities, so as to keep and create its competitive advantage.

The top trend prophet, Naisbitt (1990), mentioned that the increasing and expanding numbers of chain alliance stores will transform the future society, and thus service industry is going to be the mainstream in economic society. ¡§Convenience¡¨ and ¡§Quality¡¨ are two points for consumers¡¦ tendencies. The franchise brand (chain alliance) is the most successful marketing conception ever in the history, and it would even become the dominating business models in 21st century. To cope with the coming era of Self-Prevetion and Self-Medication, the local cosmeceutical access stimulates the OTC (OTC Over-the-counter) growth in the market, which leads the cosmeceutical stores gradually toward the professional position. Moreover, under the impact of the modernized marketing channel, traditional drugstores have headed for OTC, compounding, and big-scale tendencies. Analyzing the total drugstores numbers from 1995 to 2005, the figure has reduced from 13,000 to 7,000. The keen competition of the cosmeceutical stores can be seen by this. The cosmeceutical staff is mostly come from apothecary. How chain cosmeceutical industry clutch the ¡§right business direction¡¨ has always been the sensitive issue to break through. When considering several factors, like profit business, competitor challenges, and consumers¡¦ tendencies, how the chain cosmeceutical merchants seize their dominating core abilities (key successful factors) is the main purpose of this study. This study takes chain cosmeceutical as study target. At the first stage, 258 selected storekeepers are invited to fill out the expert questionnaires to make the analysis of the eight measurement structures and 63 business elements (evaluation standards), and then extract seven structures and 35 related the key successful factors of related chain cosmeceutical business management. At the second stage, 15 renowned managers of chain cosmeceutical are asked to finish the expert questionnaires to explore the importance and the priority of these key successful factors by using AHP. The AHP study structure validation result shown that, no matter what the business forms are, the co-recognized most significant business factor in measurement target is the ¡§business faith and scale economy¡¨ --- the credit values of head quarter (brand images), and the next is the ¡§relationship between business planning and supply merchants¡¨ --- the renovation of business contents. In the 35 evaluation index of the third level of AHP study structure, the most significant index is ¡§renovate the business faith, and design the service process fitting customers¡¦ requirement,¡¨ and the next are ¡§the head quarter¡¦s abilities of purchasing, bargaining, and supplying, the pharmacist councils and the products descriptions, the system of bringing new fashionable products, the head quarter¡¦s education training and supporting abilities, the head quarter¡¦s credit values (brand images), and the selection of store location and region.¡¨ In other words, the corporations would establish the dominating credit values (brand images) through customers¡¦ identification and set up the appearance position by continually renovating business faith. The next is head quarter¡¦s abilities of purchasing, bargaining, and supplying, designation of the service process fitting customers¡¦ requirement, and head quarter¡¦s education training and supporting abilities. And finally measure the service quarantine and reliability and the pharmacist councils and the products descriptions. The relatively low stresses are storekeeper¡¦s ability of communication, the head quarter¡¦s electronic degree, professional staff training system, unique corporation culture, and the issuance of VIP card and member card.

未來企業競爭優勢的來源必須來自於本身的核心競爭力及必須建構新的核心競爭力，國內外專家學者對於核心競爭力的意義和來源以及探討核心核心競爭力的發展的過程已有一些研究，但是當外在環境改變時，企業如何能夠繼續運用原有的核心競爭力及如何建構新的核心競爭力方面的研究卻較少。因此，本論文就以擁有創新研發、製造技術、速度、規模與彈性的Intel公司為例，針對面對現有的競爭廠商及當未來環境的發展及應用延伸到寬頻、無線通訊及資訊家電等多元應用領域時，Intel如何延伸原有的核心競爭力和適當維持與運用其資源與能力來建構新的核心競爭力而能夠延伸成為其新的長期核心競爭力並爭取到進入新的市場的機會，創造新的競爭優勢。本研究歸納的研究發現如下　: 　　一、企業的研發單位可以把研發經費放在推動技術的商業化上來累積資源和增加及鞏固企業內部的核心競爭力。 　　二、核心競爭力的延伸可以從未來的角度看產品和技術，而不是根據以往的經驗看待下個世代的產品或技術。 　　三、運用產業規格的制定和繼續不斷的投資才能鞏固和建立企業的核心競爭力，也才有機會延伸企業原有的核心競爭力到下一個新市場來制定新的規格。 　　四、產品規格的市場因素是影響核心技術開發創造成功的重要因素。 　　五、核心競爭力具有延展性，核心競爭力的創造與累積在於企業內部資源的有效運用與共享。 　　六、核心競爭力的建立靠著長時間學習的累積多過發明的躍進。 　　七、企業領導者的願景和價值觀，企業的管理制度和組織文化對延伸企業的核心競爭力有很大的影響。 　　八、路徑相依度高，知識的擴散與移轉將變得更容易。 　　九、面對未來的新產業，成立新事業部門是建構新的核心競爭力的重要方法。 　　研究結果發現，Intel能夠成功適當地運用企業原有的內部核心競爭力（資產能力和管理制度）並能夠建構新的核心競爭力而能夠有能力延伸到新的網路無線通訊市場領域。Intel的企業優勢主要為能夠繼續投資創新研發在晶圓廠和半導體製程，領先競爭對手的研發製程技術，擁有經濟規模而有產業規格制定的能力來主導市場，能夠提供完整平台解決方案的能力，‘Intel Inside’行銷策略的成功，領導者和管理制度及企業文化價值觀的結合。當外部環境朝向無線網路通訊新領域發展時，Intel仍然繼續投資新的研發技術以開發新產品並降低成本，並且運用行銷策略聯盟、併購及轉投資新技術和成立新事業部的方式來建構及延伸其核心競爭力而進入新的無線網路通訊領域。 　　在微處理器市場的競爭，Intel是先佔廠商，採用的是大幅躍進在製程、速度及效能表現上大幅超越競爭對手的方式。而面對已有先佔廠商且許多新規格仍未明確的無線通訊網路市場，Intel是利用自行研發和外部取得新技術加上原有的研發創新製程技術以及配合原有的內部核心競爭力繼續建構成為新的核心競爭力而延伸到新的市場。 / The source of future corporate competitive advantages must come from their own existing core competence and also from building new core competences. Some scholars have already explored the meaning, source and process of the core competence, but when the outside environment changes, few scholars have studied how a corporation continually uses its original core competence and how it builds new core competences. Therefore, this thesis is a case study of Intel Corporation, which is a corporation with innovation R&D, manufacturing technology, speed, scale and flexibility. This thesis will focus on how Intel extends its original core competence, leverages resources and capability to build new, long-lasting core competences, thus seizing the opportunity of entering new markets facing today's competitive environment and future potential markets, including broadband, wireless communication and IA field. We could summarize this thesis to the following findings: 　　1. The corporation's R&D department may spend their R&D expenditures on the commercialization of technology in order to accumulate resources and also to increase and strengthen the corporation's inner core competence. 　　2. The extension of the core competence can help forecast the next generation of product and technology by a future perspective instead of past experience. 　　3. The establishment of the industry standards and continuous investment can help build and strengthen the corporation's core competence, and as a result, gives the corporation the chance to extend original core competences to the next new market and set up new industry standards. 　　4. The market factor of the product specification is a key success factor of core technology development. 　　5. Core competence is extensive, and the creation and accumulation of the core competence is based on effective leverage and sharing of corporate inner resources. 　　6. The building of the core competence is based more on the accumulation of long time learning than leapfrog inventions. 　　7. The vision and values of the corporate leader, the management style and the organizational culture all have great effect on extending the corporation's core competence. 　　8. The higher the extent of path dependence, the easier the knowledge spreading and transferring. 　　9. In the new future business, forming a new business group is an important method of building new core competence. 　　This thesis finds that Intel not only is able to successfully use its original core competence, it is also able to build new core competences enabling Intel to expand its market realm to broadband and wireless communication fields. Intel's corporate advantages mainly lie in continuous investment of IC and wafer manufacturing technologies; leading R&D and manufacturing processes; scale of economy; the establishment of industry standards therefore giving Intel the ability to dominate the industry; the capability of providing a total solution platform; the success of the “Intel Inside” marketing strategy; and the perfect combination of leader vision/value, management systems and corporate culture. When the outside environment changes and wireless communication seems to be the next gold mine, Intel continues to invest in new technology and new product development, cut down costs, extending core competences and entering new markets using various means including strategic alliances, merge & acquisitions, investing in new technology fields, and forming new business units or groups. 　　Intel is a first-mover and a dominant firm in the CPU market, and it stays on the edge by substantially staying ahead of competitors in manufacturing technologies, speed and efficiency performances. While facing the new wireless communication market, which already has a dominant firm but not yet a dominant industry standard, Intel chooses to use internally developed inventions and externally obtained technology, in coordination with existing advantages in manufacturing processes and original core competences, thus extend to the new markets.

The study is to summarize the characteristic, present situation and future trend of magnesium industry. Through the analysis of industrial structure, we can understand the growth level of magnesium die casting market in Asia is better than other regions in the world. Especially the 3C industries in Taiwan and Japan, are the most fast-developing ones of magnesium. By means of the analysis of ¡§five forces¡¨ and SWOT of domestic magnesium industry, and comparison with Japanese industry and many references, we can find the KSF (Key Successful Factors) of Taiwan magnesium industry. In the case study of Catcher's company, we can find out how it successfully apply its core resources and retain its competitive niche by analyzing the advantages and disadvantages of competitive factors, and understanding how to use hyper-competition operation model. The industrial circumstances change rapidly, it is importance to fully grasp favorable terms of corporate competition, and to develop advantageous strategies by integrating the prospects of domestic and foreign industries. For the construction of a strongly competitive leader company of magnesium industries, it is essential to own the critical techniques of magnesium and establish the good relationship with customers. From the study, we find that Catcher Co., Ltd. can forecast the customers¡¦ future needs and operate in coordination with them to develop the product strategies. Because it can provide the new products earlier than other rivals, and keep good relationship with suppliers, Catcher can manufacture the products at many different production places and satisfy the most needs of customers and occupy higher market share. Reviewing the case in the analysis of management strategies, we can verify the KSF that can fit in with Taiwan magnesium industry. In conclusion, the study suggests five significant items for the Taiwan magnesium industry: 1. Fix on product scope 2. Promotion of research team ability 3. Process techniques and quality stability 4. Mass production capacity and cost down 5. The Cooperation of Magnesium companies

本研究動機在以有系統的方式來探討產品生命週期相當短暫的流行產業，即唱片、服飾、出版、電影及電視遊樂器等五項產業；同時由於此類產業產品生命週期短暫的特性，傳統的產品／市場分析方式已不再適用，作者擬以新興的資源基礎論的觀點來分析流行產業，同時在國際化風潮盛行的今天，國際化是一不容忽視的議題，延續上述說明，本研究將以資源基礎的觀點來討論企業國際化策略之選擇。本研究目的如下： 　　1.建構適當的分類構面，對流行產業做適當分類，以獲取更多資訊 　　2.找出流行產業核心資源。 　　3.研究核心資源與國際化策略之對應關係。 　　在研究方法上，本研究係屬於探索性之研究，目前理論仍在發展階段，並無十分完整的理論架構。因此本研究擬採個案研究法進行。首先本研究根據次級資料的蒐集與實務現象的瞭解，認為「唱片業」與「服飾業」是流行產業中風格殊異的兩類產業，故選擇此兩產業為主要研究之產業代表樣本。另外，本研究的觀念架構包括核心技術類型、核心資源組合、核心資源特性，以及國際化策略四大變項，藉由選取唱片與服飾業中代表性的廠商A、B、C、D公司，深入訪談該企業之核心技術類型、核心資源與國際化策略，據以分析其間關係。 　　在研究結論方面，整理結果如下： 　　一、流行產業可區分為「流行主體專屬性高者」與「流行主體專屬性低者」，兩者之關鍵成功因素有別。 　　二、流行產業中有三種不同的核心技術類型，即「掘井型」、「汲水型」，及「配送型」。 　　三、唱片業與服飾業中，核心技術類型間交易標的物、交易商品獨特程度、交易頻次不同，故統治方式不同。 　　四、流行產業中核心資源組合決定於其核心技術類型。掘井型者核心資源組合應為契約網路、非契約網路、行銷能力、企業文化、個人專業技術能力，及個人人際網路。汲水型者核心資源組合為設備與調配能力。配送型者的核心資源組合為配銷通路的蜜集程度與陳列位置優列、促銷能力與品牌。 　　五、企業擁有不同核心資源組合，由於核心資源特性有別，應採用不同的國際化策略。 　　六、不同核心技術類型者，由於核心資源組合、核心資源特性不同，應採用不同的國際化策略。