According to World Bank statistics, internet user occupied a quarter of the world population in 2008. In 2010, the number of internet users will be over two billion people. This group will become potential online shopping customers. Online shopping in global market keeps growing. Online shopping has become a trend. The business model of E-continues is facing highly challenge in this market. Enterprises need to look for sustainable way to keep their business continuously growth. This research is based on the external analysis of online retail industry in the U.S.A and the internal analysis of the core resources of the Amazon.com to evaluate the key factors of online M&A targets, to adjust the strategy in highly competitive industry, to utilize the resources acquired by Amazon.com to build up competitive advantage and to implement the effectiveness of strategy. The study mainly research 13 companies acquired by Amazon.com from 2008 to April 2011 on the relationship between core resources and competitive advantage. The study concludes that M&A motivation of Amazon.com is to extend product line, to enter new markets, to obtain the necessary resources and capabilities, to expand the operation scale of the industry. According to the findings and conclusions, the suggestions of the study as followed. 1. In Chinese digital content industry: firms should be focus on content development to build up the competitive advantage of digital content platform. Meanwhile the digital content can be used in each e-reader. In addition, the firms can cooperate with telecommunications firms to provide added-value service. 2. The study found that many internet companies differentiate customer service and build trust from customer by online services to create competitive advantage like creating user community to share knowledge and resources; using word of mouth marketing to attract new customers. Executives should focus on their customer-orientated service to meet market demand.

Abstract Taiwan government identified the Digital Content Industry (DCI) to be one of the ¡§Strategic Industries¡¨ in 2002, and the Animation Industry is the principal industry of the DCI. With the continuing changing industrial environment, Taiwan animation corporations are facing the business transformation from OEM to brand creation in recent years. This research focuses on finding out the development models of Taiwan animation corporations, investigating the industrial opinions to propose the development strategies of Taiwan animation industry, and examining the principal development strategies of the animation industry in U.S.A, Japan, Canada, and Korea. To implement this research project, I first propose two frameworks for research exploration and then interview the managers of the six representative Taiwan animation corporations which are WANGFILM, CGCG, SMEC, TVBEAN, CMPC, DIGIMAX as case studies. I propose a framework for exploring the development models of the animation corporation by integrating the interaction of four perspectives including the growth process of the corporation, the change process of the corporation, the position of the corporation, and the operational strategies on the important animation projects of the corporation in recent years. I collect the data of these cases to analyze the development models by examining the evolution of the corporations in last five decades. In the ending of chapter four, I examine these development models to find out existing corporate transformation problems and industrial constraints. I investigate the industrial opinions to propose the development strategies of Taiwan animation industry and corporations by an integrated framework examining native existing industrial resources and constraints, and native corporate sustentative competitions and challenges facing the business transformation from OEM to brand creation. In the ending of chapter five, I integrate the results of the interview analysis to propose the integrated development strategies for Taiwan animation industry and corporations. I examine the principal development strategies on the animation industry of the four leading countries, such as U.S.A, Japan, Canada, and Korea. It will refer to how to develop a well-competitive animation industry for Taiwan government. Finally, I propose Taiwan animation corporations some suggestions to how to seek outside resources and to succeed in integrating these resources for achieving their business transformation purposes from OEM to brand creation. Key word¡GDigital Content, Digital Content Industry, Animation,Animation Industry, Development Models, Development Strategies

With the vigorous development of digital content, many countries have been enthusiastically planning on it in order to gain the munificent margin and immense output value from this new industry. In Taiwan, the Executive Yuan of the Republic of China has approved the plan of ¡§Challenge 2008 ¢wCouncil for Economic Planning and Development¡¨ on the date of May 31st, 2002. Digital Content is one of the main industries to be developed in the ¡§Two-Trillion, Two Star¡¨ project of the ¡§Challenge 2008¡¨ plan. The ¡§Digital Content Institute¡¨ is also in the plan to cultivate digital content professionals in the areas of information, multimedia, arts and etc. Digital Publishing and Archives (digital publishing, digital archives, digital databases) are the core industries of digital content. The digital publishing and archives industry in Taiwan is in the presence of development, from OEMs by projects in the past to the present multi-dimension developments like multi-media creation, national and international magazines and journals authorization, digital archives value-added and productions. Therefore; it will be a very important mile stone for the digital publishing and archives industry development in the next decay in Taiwan. This research adopted case study methodology, and the cases are the three most popular digital publishing and archives companies in Taiwan -- Lee and Lee Communications (digital archives), Airiti Inc.( digital databases), and Bright Ideas Design Co.( multimedia publishing). This research is to study the core elements of start-up businesses, and review their start-up histories, enterprise operations and strategies, enterprise focuses and the core values of enterprises by the references of national and international research documents and industry information analysis. The impacts and key elements of the start-ups by entrepreneurship and management styles are also observed in this study. The information collected and the interview content is compared with the documentation records, and the search result is concluded at the end. The conclusions of this study for the entrepreneurs in this industry are listed as follow: 1. The market scale is too small and narrow. Therefore, aggressively expanding international market is necessary. 2. Due to training difficulty for professional designers, employing professionals from overseas for short term could be considered. 3. Marketing is equivalent to profit. Marketing ability should be enhanced, and promote products to client sides. 4. To solve the problem of bad management efficiency, changing management styles and studying can both improve. 5. Valuing copyright. Creating brand is the path for operating businesses in long term.

China’s accession to the World Trade Organisation (WTO) has greatly enhanced global interest in investment in the Chinese media market, where demand for digital content is growing rapidly. The East Asian region is positioned as a growth area in many forms of digital content and digital service industries. China is attempting to catch up and take its place as a production centre to offset challenges from neighbouring countries. Meanwhile, Taiwan is seeking to use China both as an export market and as a production site for its digital content. This research investigates entry strategies of Taiwanese digital content firms into the Chinese market. By examining the strategies of a sample of Taiwan-based companies, this study also explores the evolution of their market strategies. However, the focus is on how distinctive business practices such as guanxi are important to Taiwanese business and to relations with Mainland China. This research examines how entrepreneurs manage the characteristics of digital content products and in turn how digital content entrepreneurs adapt to changing market circumstances. This project selected five Taiwan-based digital content companies that have business operations in China: Wang Film, Artkey, CnYES, Somode and iPartment. The study involved a field trip, undertaken between November 2006 and March 2007 to Shanghai and Taiwan to conduct interviews and to gather documentation and archival reports. Six senior managers and nine experts were interviewed. Data were analysed according to Miller’s firm-level entrepreneurship theory, foreign direct investment theory, Life Cycle Model and guanxi philosophy. Most studies of SMEs have focused on free market (capitalist) environments. In contrast, this thesis examines how Taiwanese digital content firms’ strategies apply in the Chinese market. I identified three main types of business strategy: cost-reduction, innovation and quality-enhancement; and four categories of functional strategies: product, marketing, resource acquisition and organizational restructuring. In this study, I introduce the concept of ‘entrepreneurial guanxi’, special relationships that imply mutual obligation, assurance and understanding to secure and exchange favors in entrepreneurial activities. While guanxi is a feature of many studies of business in Pan-Chinese society, it plays an important mediating role in digital content industries. In this thesis, I integrate the ‘Life Cycle Model’ with the dynamic concept of strategy. I outline the significant differences in the evolution of strategy between two types of digital content companies: off-line firms (Wang Film and Artkey) and web-based firms (CnYES, Somode and iPartment). Off-line digital content firms tended to adopt ‘resource acquisition strategies’ in their initial stages and ‘marketing strategies’ in second and subsequent stages. In contrast, web-based digital content companies mainly adopted product and marketing strategies in the early stages, and would adopt innovative approaches towards product and marketing strategies in the whole process of their business development. Some web-based digital content companies also adopted organizational restructuring strategies in the final stage. Finally, I propose the ‘Taxonomy Matrix of Entrepreneurial Strategies’ to emphasise the two dimensions of this matrix: innovation, and the firm’s resource acquisition for entrepreneurial strategy. This matrix is divided into four cells: Effective, Bounded, Conservative, and Impoverished.

New Technologies and hypercompetitive market environments have motivated industries and innovators to understand the crucial importance of intellectual property rights. The value and quality of intellectual property is achieved through the use of intellectual property combined with marketing strategies on a worldwide scale. Therefore, it is vital that the role of intellectual property in marketing is sufficiently understood. However, most people are still not aware of the relevant problems. One problem is that the subject of planning intellectual property as an effective tool for marketing has been rarely analyzed in previous studies and accordingly has not even been covered in the field’s education system. The other problem is the lack of any intention in industries to use intellectual property systems or intellectual property as one means of innovation. Consequently, the applications of intellectual property and relevant rights certainly are under-valued and under-exploited. In addition, the most influential technology in the 21st century—the Internet—has turned many businesses upside down, especially in the digital content industry. Also, a digital content product shall not be defined as a tangible asset nor an intangible asset because there are rights from the intellectual property system for the origin of the product—“content” and other rights from the Civil Code for the product itself, these rights make a digital content product become a unique asset. Therefore, the digital content industry is the chosen subject for this research. Obviously, there is a need to distinguish between what actions of planning intellectual property for marketing strategies make the company fly up or dive down and what kind of concerns should be checked. Therefore, this research discusses what kind of preparations a digital content company has to make in order to implement strategic intellectual property management; be able to exercise intellectual property for creating profit; and to determine the most effective application of intellectual property for marketing strategies. Accordingly, this research provides a model for planning intellectual property for marketing strategies. Also, this research hypothetically expands the application of the 4C structure, which is used to distinguish where to pay attention while planning intellectual property for marketing strategies, and so provide useful ideas to the rights owner. After all, if a company makes changes to its organizational infrastructure, this could quickly bring substantive benefit to its economic performance. Furthermore, this research takes Google as an example, since its impact can be seen in news and reports almost everyday, to test the hypothesis and model in this research and to demonstrate how a company can have the opportunity and ability to create economic value from its intellectual property. Finally, the preliminary conclusions of this research include: (1) intellectual property concepts should be applied in “marketing” and vice versa; (2) the most primary concept for strategic intellectual property management is an organizational infrastructure integrating the groundwork of IP management; (3) the 4C structure can be used to analyze decisions of planning and exercising intellectual property; and (4) a digital content product can be analyzed through the product life cycle and the 4C structure.

近年來不論在學術界或實務界，都開始研究新產品開發階段的相關議題以及企業組織如何在市場與他們的顧客進行互動，然而卻很少將焦點放在新產品開發績效與市場知識導向能力對新產品研發成功的影響，因此企業應該要開始將新產品開發績效與市場知識導向能力納入整個新產品開發的控制過程中，以便降低開發的風險，同時產品也更能貼切地符合顧客需要。 為了在新產品開發階段可以將產品以更快速、低成本與高品質的方式，滿足消費者的需求，企業應該及早在新產品研發過程中兼顧新產品開發績效與市場知識導向能力，透過與客戶的互動、瞭解競爭者資訊，同時在企業內與各部門分享協調，把新產品開發的失敗率降到最低。 因此，本研究的研究焦點放在（1）新產品開發績效對新產品研發成功的影響 ; （2）市場知識導向能力對新產品研發成功的影響。本研究的研究對象為台灣數位內容產業的廠商，共寄出問卷 600份，回收 141份，經由結構方程模式來分析本研究所提出的假設支持程度，所使用的統計分析方法為 SAS應用軟體。 本研究的主要發現有： 1. 新產品開發績效對新產品研發成功是具有正向的影響。因此，企業在產品開發過程中，應該要重視開發速度、開發成本及產品品質，以提高新產品研發的成功率。 2. 市場知識導向能力對新產品研發成功是具有正向的影響。企業一旦懂得應用市場所收集到的資訊，包括顧客的資訊、競爭者的資訊，將整合的資訊傳達到企業各個部門，新產品研發的成功率則會提高。 / In recent years, many organizations in academic or practical fields start to research the related topics in development stage of new products and how the enterprises interact with their customers in the market. However, there are few focuses on the development performances of new products and the guided competences of market knowledge for successful research and development of new products. Thus, it should be necessary for enterprises to reduce the development risks of new products and simultaneously fulfill the customer requirements by involving the development performances of new products and guided competences of market knowledge into the controlled process of research and development of new products. In order to fulfill the customer requirements by faster speed, lower cost and higher quality in development stage of new products, the enterprises should pay earlier attentions on the development performances of new products and the guided competences of market knowledge in the research and development process of new products to decline the failure rate by interacting with the customer, understanding the competitor information, and simultaneously sharing the information to related departments in the enterprises. Therefore, the study will focus on (1) the effect of the development performances of new products for successful research and development of new products; (2) the effect of guided competences of market knowledge for successful research and development of new products. The research objects of the dissertation are the venders of digital content industry in Taiwan. There are 600 questionnaires mailed out and 141 questionnaires replied, and through SEM to analyze the paper hypotheses by using SAS-the statistical analysis method. The main research findings include: 1. The effect of the development performances of new products for successful research and development of new products is positive. Thus, the enterprises in the process of research and development of new products should pay more attention to the development speed, the development cost and the product quality in order to enhance the successful ratio of research and development of the new products. 2. The effect of guided competences of market knowledge for successful research and development of new products is positive. Once the enterprises understand to utilize collecting information which contains the customer information, competitor information and to transmit the integrated information to related departments, the successful ratio of research and development of the new products will be improved.