Autodesk Inventor is a full 3D CAD system. This system includes tools for working environment tool, component design tool including information data management and technical support. The target of the first part is to describe the most important new features brought by Autodesk Inventoru 2009 version. In of next chapters the work describes creation common iPart, which is basically different variants set (proportions, material …) of one entity, and preparation before correct publication to the content center, which is a virtual database of all iPart. Also there is presented how to create the content center, how to work with it and adjust data. The aim of work is then the creation database a stator and a rotor packet for the firm ATAS electromotor Náchod Inc. In the thesis there is described creation of the lamination as an iPart and their publication to the new content center.

隨著時代的變遷，商業盛行，全世界的企業都很清楚了解到必須靈活運用經濟學的「比較利益法則」，才可以讓企業本身創造出成本極小化與利潤極大化的空間。美國密西根大學Ross Business School知名的教授C.K. Prahalad也提出「N＝1，R＝G」的觀念，證實了「全球化」在現今的確是一股讓我們不容忽視的力量與演進。 伴隨「全球化」而來的便是「在地化」所面臨的問題，這一點在過去傳統的實體產業中，國際企業已經對於在地化的策略有很深入的剖析與研究，但是由於時代的演進快速，現今商業市場最大，最具發展潛力的產業，儼然已經變成虛擬的網路資訊產業了。因此過去學者所研究的在地化策略是否在網路資訊產業中會有不同的地方？國際企業於在地化時，實體產業需要注意的地方會和虛擬的網路資訊產業相同或是相異？而網路資訊產業中的國際企業又應該如何制定在地化策略？針對國際企業的大舉入侵，本土產業是否有和抵抗其在地化的策略？這些問題在過去並無針對網路資訊產業做探討，因此本研究將以吳思華教授提出的策略三構面為研究架構基礎，針對網路資訊產業設計出新的研究架構與研究問題，研究問題分別為：（1）為了克服在地化的劣勢，國際企業如何爭取在地市場上的競爭力？（2）國際企業如何結合本身全球化的優勢與在地市場的競爭力？（3）國際企業達到全球在地化的關鍵成功因素為何？ 最後藉由次級資料的蒐集以及實地訪談在網路資訊產業中最具指標性的三家公司（Google、YAHOO!、愛情公寓）之一手資料，透過質性研究的方式，分析整理出以下研究結論，包括有在地市場環境的了解與掌握、網路位置的定位與連結整合在地資源、彈性策略、以及重新鍵結的在地策略…等。 / As time goes by, global commercial has been developed into a new stage. Businesses around the world now understand that the Law of Comparative Advantage must be used correctly to create the cost minimization and maximize their profits. Professor C.K. Prahalad, renowned professor in Ross Business School at the University of Michigan who developed a theory of “N=1, R=G”, restated that “Globalization” is indeed an invincible force in the new age. The topic of “Globalization” comes with the issue of “Localization”. In the past, localization business strategy has been analyzed and studied in depth for the traditional industry. Due to the rapid evolution of global business, the greatest business opportunities now lie in the virtual world of information and internet. Now the question is, are there any differences in the localization strategy of the traditional business and those of the information and internet industry? When traditional international enterprises develop their localization strategy, is it any different than the localization strategy of international information and internet businesses? How do international enterprises develop localization strategy in information and internet industry? How do local companies develop their best strategies to fight against the penetration of international enterprises? These issues are not discussed in depth in the information and internet industry in the past. This study is based on the Professor Wu’s theory, “Three dimensions of strategy”. This is redesigned in a new structure and, additionally, a set of innovative research questions. The research questions are: (1) In order to overcome the disadvantages in local market, how does international enterprise develop business strategies to gain the competitive advantages in a new market? (2) How do international enterprises combine their global competitive advantages with the special local market condition? (3) What are the key successful factors of “glocalization” for international enterprise? With the second-hand data collecting, and the first-hand information gathering by interviewing three representative companies (Google, YAHOO!, iPart) in information and internet industry, I developed the research conclusions through the qualitative research method which include the understanding and overall control of international enterprises in local market, the right positioning of the international enterprises in the internet and information industry, the integration of the global advantages and the local resources, flexible international business strategy, and recontextualization of local strategy…etc.