The industry environment is more and more sharp and uncertainty, business only insist to innovation can create the value and search the excellence , alignment the strategy on time, non-stop to change the organization, set-up the profitable business model and then could be elevate the business growth and survive competition. Since, the IT industry is in the stage of maturity, standard technology, the technology entrance of threshold is decrease, and into the micro-profitable era. The most important thing are to create a new generation industry or upgrade the industry and transform, such like The ACER is focus on brand, and Hon Hai non-stop to vertical integration and horizontal demarcation employ the EMS extend. So, in the change situation, how to using the thinking of innovation dynamic management, to deal with the problem is the aim of this thesis. The conclusion is ¡§competition is learning capability and execution¡¨. Leader how to make strategy alignment, manager how to make effective management, industry how to positive innovation and integrate resources and country how to breakthrough the limitation and hobble, how to brave to cross the hyper-competitive were the key points. This thesis is search the business how to using the innovation to create the value, and take two large group of ACER and Hon Hai in the IT industry for the discuss object; because, the former is for the international brand to develop, the latter is forward the international EMS and technology R&D, the result are acknowledged and afford to be the business paragon and bench-maker. These are the right focus for national IT industry of knowledge-based develop model of the two directions of how to from ¡§faster follower¡¨ transform to ¡§innovation break-through¡¨. That is to search the Taiwan business how to by ¡§efficiency driver¡¨ transform ¡§innovation driver¡¨ process, discuss business how to using innovation as strategy to create value and win profit. Finally, this research according to the relate bibliography discussion and case analyze, using the combination of Allan Afuah (1998)¡AAllan Afuah¡AChristopher L. Tucci (2000) study result of the integrate model of how to from innovation obtain profit and e-commerce business model, devise a concept model of business innovation system, it according to the innovation management as kernel, then discuss the function and essentiality of technology, main study the three key elements of strategy, value and profit for business to set-up competitive.

Ministry of Communications promised to give an impetus to "the third trillion Yuan telecommunication industry development plan" on May 2004. They estimated the telecommunication industry will make the output value surpass a trillion Yuan in 2008. In order to achieve this "the third trillion Yuan plan", without doubt, the development of the fixed network industry will be the key project in the entire plan in the future. Therefore the Ministry of Communications issued officially three fixed networks licenses to Taiwan Fixed Network Co., Eastern Broadband Telecom Co., Sparq Corporate in March 19, 2000. This is not only a new milestone in the telecommunication liberalization of our country, but also symbolization that Taiwan will be soon a broadband network society. However, because this three new telecom companies join the competition, it will break the monopoly and bring the new technology. In such industry environmental variation, including new competitor's joining and new technical introduction, how the new fixed network companies face the brand-new competition will be a worth discussing question. The final goal of this research is to take the ABC fixed network company as the example, and then to propose the most suitable business model for the new fixed network companies. Provides the reference suggestion to be as follows: (1)Use the add-Value service to transform the users of mobile phone and cable TV to the basic users of fixed network. (2)Provides multimedia of data, sound and image conformity service. (3)Develops market of the international simple resale and the broadband. (4)Form an alliance of media, information and entertainment and provide multi- positions service. (5)Unify mutually the electrical appliances product like television, sound and so on in the network.

TFT-LCD industry has been developing rapidly in Taiwan over last several years. Because of a large amount of investment and output value in TFT industry, it become one of the most important industry which droved relative industrial development. Japanese and Korean are known as the leading manufacturers in TFT-LCD industry. The TFT-LCD firms in Taiwan suffered difficult industrial environment. They compete with both Japanese and Korean, and earn low or negative profits. What are the company¡¦s prior strategic commitments in the face of environmental change? The purpose of this paper is to study TFT-LCD firms about their business model and strategic performance, and try to analyze the key factor of success basing on strategic management theory including ¡§five force model¡¨, ¡§resource-based theory¡¨ and ¡§resource dependence theory¡¨ etc. We may learn some lessons from firm¡¦s experiences both of success and failure, and find out why some business can be so successful and some else can¡¦t. Another important aspect of this study is to assess TFT-LCD firms¡¦ strategic performance basing on financial information, and analyzed the relation between business strategy and financial performance. For a company to have distinctive competency, it must at a minimum have either ¡§a unique and valuable resource and the capabilities necessary to exploit that resource ¡¨ or ¡§a unique capability to manage common resources¡¨. A company¡¦s distinctive competence is strongest when it possesses both unique and valuable resources and capabilities to manage those resources. This study tries to contribute to competitive advantage of Taiwan¡¦s TFT-LCD industry.

Recently, with the relocation of major international trades fromEuro-America to Asia, all Asia-Pacific countries have been building moreand more harbors to compete for trade opportunities. Among them, Chinais an outstanding case. In this wave of harbor booming, the number ofcontainers in Kaohsiung grows stagnantly. As a neighboring country to those developing area, we should feel threatened. There are various keys to the successful management of harbor. Efficiency of operation is the major concern of most shipping companies. Aside from facilities and equipments, efficiency of ports operation must also depend on management. In this thesis, I propose that the electronification of operation procedures and information exchange is the key to efficient management and the building of a new business model. In this paper, I use Kaohsiung Port as my case of study. Employing Inter-Organizational system structure analysis, I will first analyze the business challenges Kaohsiung faces as well as providepossible response strategies. Through methods of management and support of information technology, how can we create a more competitive organization? Secondly, through interviewing different shipping companies, I will know to what degree the management and information exchange has been electronified.I propose that a new information platform must be built up to fasten operation and improve ports logistic issues. In this thesis, I will show that single service platform of ports operation, electronification of management and the establishment of new e-business model of operation can help to make ports operation more efficient and therefore enhance capacity for competition. Based on this model of management, I will conclude that this strategy can also be applied to ports with similar structure.

Mainland China is an emerging market. The labor cost is very cheap in the market, and the growth rate of market is high. For saving manufacturing cost and expanding business, many companies, including those from Taiwan, invest in Mainland China. For fulfilling a great amount of demand in IC and encouraged by China government, SMIC has established a foundry in China. TSMC and UMC also plan to set up their foundries there in 2002. What is the best strategy and how to compete are the most things the Taiwan companies concerned, since the foundry industry in Mainland China is developing. This study is based on the Diamond Model (Porter, 1990) and foreign invest theories, and tries to analyze the foundry industrial structure in Taiwan and China. This study also finds out the strategic considerations, which can explain why Taiwan foundry companies invest in China. Then this study predicts the situation of the development of foundry industry in Mainland China in the future. Finally, the study tries to suggest better strategies to Taiwan foundry companies. This study finds out the strategic considerations of Taiwan foundry companies when they invest in Mainland China. They are: 1.Ownership advantage of technology, capacity and service; 2.Location advantage of the market potential in China and reward offered by China government; 3.Internalization advantage of setting up a wholly owned subsidiary; 4.Competitive pressure in foundry industry. The strategic suggestions are: 1.Being the leading company in Mainland China; 2.Using the resources of China market; 3.Focusing on foundry; 4.Cross-Strait joint production. Making use of these four suggestions, Taiwan foundry companies will enlarge the market share in the worldwide foundry market.

The Internet booming has changed the traditional way of doing business. Following this trend, the enterprise in general pursues competitive advantages through developing electronic commerce solution for its business. The favorable conditions such as the maturity of technology, the growth of Internet population, and changes in customer needs have prompted many life insurance companies to adopt business models to grasp opportunities in the Internet area. This research is concerned about the Internet business model for life insurance. Value Chain analysis is first employed to explore the impact of Internet on the life insurance industry. Then brainstorming is sought from domain experts to discover value created in electronic commerce applications. As an evaluation methodology where hard data may be rare or unavailable, the Delphi method is applied to obtain the consensus of experts about the impact and value brought by implementing electronic commerce in life insurance industry. In the final analysis, product innovation, infrastructure management, customer relationship management were employed as major dimensions to analyze results from the Delphi survey. The propositions concluded for constructing the business model are as follows: First, as information technology becomes more accessible, life insurance company can provide promotion online, insurance purchase online, discount of insurance fee and customer service online to target customers in different markets. Second, life insurance company must do business process reengineering when they decide to adopt electronic commerce. Third, life insurance company can view the Internet as an information-based channel, which can provide transparent and immediate information and then can provide the personal facility for customer to raise customers¡¦ trust and loyalty. Fourth, as the electronic commerce environment of the life insurance industry as a whole is not mature yet, the current implementation of relevant business models is aimed mainly for cost reduction. In summary, the research suggests that life insurance company should redesign the business process to cooperate with insurance purchase online and sales agents should transform toward the role of providing consultation services to their customers.

This study is to discuss the small and medium enterprises¡¦ business model through systems thinking. In the study, we try to find the casual loop diagrams of all art tutorial schools¡¦ business models first. Then we use systems thinking to analyze how the art tutorial school leaders¡¦ business concepts help him to run the art tutorial school so well. And we get two points. Firstly, through casual loop diagrams¡¦ analysis, we found that a constantly growing art tutorial school must prepare enough both high quality and quantity teaching resources. Do not extend before you prepare your teaching capacity, otherwise you¡¦ll lose customers¡¦ trust. Secondly, in daily business running, the leader should tell his employees what his business concepts are and how to fulfill them to overcome the business¡¦s limitation. In this case, the leader thinks one must have these three business concepts: (1) The more you give, the more you¡¦ll get; (2) People should consider others before themselves; (3) With virtue, people can create great artistic creations. Through good business concepts and an integral dynamic cooperation, the business would grow up in a constant way.

Business consultancy mainly offers consultation such as general managing, manpower training, analysis, planning of system and improving, services of coaching to enterprises. How the business consultancy firm let one's own consultants possess enough knowledge, experiences and technology will influence the development of the business consultancy firm. As to small-scale business consultancy firms, they employ less employees so most of them are unable to execute as the models and methods of regular human resource management; however, if only the medium and small business consultancy firms still need to hire consultants, they have to deal with the practical process of human resource management. This research is analyzed and summed up to actual practices of human resource management of small-scale business consultancy firms of Taiwan in-depth interview way. This research finds out the result to the present situation of the business consultancy firm, and realizes the application in the practice of human resource management in small-scale business consultancy firms. Sum up the following conclusions finally: 1. The method characteristic of employing talents: In knowing-well prerequisite, don't use the disclosure employee channel; recruit the staff according to the development of business, pay attention to the staff's initiative study, and use staff's efficiency to maximize. 2. The method characteristic of fostering talents: There isn¡¦t the norm of educational training in stipulation and the way of master and apprentice. 3. The method characteristic of retaining talents: It is not a reward and simple system rule of the money.

2 Traditional business model The traditional organizational business model [developed more than a century ago in Britain as 'the method of doing business by which a company can sustain itself – that is to generate revenue' (Rappa, 2001)]' was driven by pre-specific plans and goals, aimed to ensure optimisation based primarily on building consensus, convergence and compliance' (Malhotra 2000b). In this traditional model ['tightly bound command-and-control hierarchy with headquarters staff calling the shots from the top' (Viscio and Pasternack 1996)], organizational information and control systems, performance and behaviour were modelled on the same paradigm, to enable convergence by ensuring adherence to the organizational tried-and-true model, the company way, rules of thumb, procedures, processes and archived best practices to ensure profits and sustainability. As described by Malhotra in his article, A Framework for Business Model Innovation, this routinization of organizational goals for realizing increased efficiencies is suitable for that era, which is marked by a relatively stable and predictable business environment (Malhotra 2000b). 'The pace of change was relatively predictable with some level of certainty', while the components to sustain success ('information, control and performance systems; the procedure manuals, rules of thumbs and best practices in the minds of managers and workers who have comfort in following "tried and tested" business practices') is safely and comfortably embedded in the company's recipe for success (Malhotra 2000a). In the traditional economy, business dictated to customers and customers had to buy what organizations had to offer them to suit their needs. Customers' needs were artificially created and manipulated; therefore, the service and products rendered to them could be planned in advance. It is clear that the old world of business, with its predefined recipes for success and pre-determined strategies and business conduct, was focused on its inner self and its products. Business existed in a comfort zone and organizations were able to programme and archive their business procedures and know-how in databases and human minds for any significant duration of time as 'programmed logic' (Malhotra 2000a).

Firms have to constantly develop or innovate in order to stay competitive. Within the fields of marketing, product development and service development studies have examined how the customer can be a resource for development or innovation. Recently, customer value has been examined within the business model concept, which has emerged as a new unit of analysis and has steadily gained interest during the past 20 years. Linked to the concept of business model is the concept of business model development or innovation. Within this field of research there are very few studies on customer involvement. This is the starting point of our study. The few studies that exist regarding customer involvement in business model innovation have mainly focused on the customer as a resource for screening ideas. In our study, we focus on the customer as resource for idea generation. We also go in to detail and examines in what dimensions different customer groups can be a resource for business model innovation. Our theoretical framework consists of ten different studies that examine business model dimensions, from which we identify nine dimensions relevant for our context. We also use theories regarding business model innovation, business model design and customer involvement. We have conducted the study in the context of a small medical instrument firm. Our empirical data consists of fifteen interviews with customers and company representatives. The customers represent different customer groups: patients, nurses, doctors and managers.  Our analysis originates from the business model dimensions identified in the theoretical framework. We use the theoretical framework to understand in which dimensions the customer can be a resource for business model innovation. We also use the theoretical framework to look for differences and similarities within and between the customer groups.  The study concludes that the customer can be a resource for business model innovation in a number of business model dimensions. Furthermore, the majority of the ideas the customer has is similar or identical to the ideas that the company has. The ideas the customer has seem to be effected by their relationship to the business model. There are also some individuals that have substantially more ideas than others.