ABSTRACT The concentration of the study is on the international marketing strategy of marketing mix for jewelry industry. The enduring existence and growth of an enterprise rely upon the persistent pursuit of above-average return. Before invading the market, an elaborate strategic plan is essential in which marketing is the drafting of a well-knit and competitive strategic ¡uplanning¡vbefore action; Sales is the ¡uexecution¡vof selling. With this manner, an enterprise is able to maintain the competitive advantage and create the satisfactory profit that marketing is a science that is to be applied in this arena. In a case study of a company called ¡§S¡¨, they moved operations to Mainland China, prior to entering the Asian Pacific¡ÐAustralian Markets. How will this move help the company become competitive by their manufacturing advantages, develop overseas channels and the setup of an effective marketing strategy which can be implemented into the practical work, will be the motivation of the research. As the outset, the study focused on the marketing mix before entering the market. A questionnaire was carried out to investigate the marketing mix Australian exemplary companies and it will be based on the current situation in the industry to match the theoretical application on the market. The interview was also employed to complement and intensify the practical experience. In order to build up a constructive marketing strategy for ¡uS¡vcompany¡¦s reference. The out come from the research are: 1. By price¡Ðquality as the segmentation variables, the market segments will be high price & high quality, middle price & middle quality and high price & high quality for the market segment of consumers. 2. By the data analysis of demographic variables indicated that the best buying power consumer who with higher income. 3. The most concerning factors¡Bmotivating factors¡Bthe product type are significant related. And the product design preferences and brand name has significant differences. 4. The places for companies and consumer shows a significant related which the companies are mainly have their own outlets/stores for distribution channels¡Fconsumers are direct buying from the stores. 5. The advertising and the way of promotion are significant differences between companies and consumers. The companies are participate international trade show or sponsorship activities as the promotion¡Fconsumer received advertising and promotion are mainly by radio or TV media. In conclusion, based on the result of this research the suggestions are: use¡uhigh value strategy¡v to enter the market at beginning¡F product type in basic design and classic design as the leading products by the short term in OEM, mid term policy in ODM markets and the version for long term will be OBM¡Fthe distribution channel will be constructively large chain stores as the retailer in the middle¡Freferring to product promotion, taking part in trade shows, and for information exchange and develop product technical ability. By centering on the target market & position and marketing mix (4P, product, price, place and promotion) respectively, the out come of the research could be the guideline of international marketing strategy to ¡uS¡vcompany for entering Australian market.

Целью работы является совершенствование инструментария оценки эффективности маркетинговой стратегии ювелирного предприятия. Предложен методический подход к оценке конкурентоспособности маркетинговой стратегии в цифровой среде путем выделения групп конкурентов на рынке ювелирных товаров в регионе на основе критериев, учитывающих специфику ювелирной отрасли, с последующим анализом качества развития цифровой торговой площадки компании. Это позволит сформировать рекомендации по развитию маркетинговой стратегии на основе повышения качества цифровой торговой площадки с учетом особенностей развития и ограничений ресурсов для каждой группы. / The aim of the work is to improve the tools for evaluating the effectiveness of the marketing strategy of a jewelry company. A methodical approach to assessing the competitiveness of a marketing strategy in the digital environment is proposed by identifying groups of competitors in the jewelry market in the region based on criteria that take into account the specifics of the jewelry industry, followed by an analysis of the quality of development of the company's digital trading platform. This will make it possible to formulate recommendations for the development of a marketing strategy based on improving the quality of the digital trading platform, taking into account the specifics of development and resource constraints for each group.

The United States jewelry industry recognized that the illegal import and trade of conflict diamonds is a matter of serious international and national concern, leading to human rights abuse. As such, human rights and conflicts became the primary impetus for establishing the Kimberly Process (KP) and corporate social responsibility (CSR) policies. The purpose of this quantitative study was to investigate the effectiveness of the KP and CSR policies in deterring the use of conflict diamonds in the U.S. jewelry industry. This study was an investigation as to whether conflict diamonds are entering the U.S. jewelry supply chain and a review of the ethics of the U.S. jewelry industry in light of the conflict diamond issue. Conflict theory provided the theoretical framework used to gather data on conflict diamond protocols and on corporate social responsibilities within the U.S. jewelry industry. The sample was composed of 59 randomly selected participants from the U.S. jewelry industry whose opinions were indicative of that industry. Data were analyzed descriptively and inferentially. Multiple statistical tests were used for the data analysis that included regression and the Mann-Whitney U test. The overall results indicated that the KP and the CSR policies were insignificant in deterring the use of conflict diamonds in the U.S. jewelry industry; therefore, the null hypothesis was retained. This study contributed to a better understanding of the ethical dimensions of conflict diamonds and the committed management practices of the U.S. jewelry industry. Positive social change can be realized when respect for fundamental human rights is achieved by the global diamond industry and becomes a requisite foundation for every society to bring an end to the flow of conflict diamonds.

我國「文化創意產業發展法」於2010年三讀通過，根據第3條之定義，文化創意產業共計15類產業，及一款經中央主關機關指定之產業。法令規章所建構之文化創意產業類別體制，於文化創意產業政策實務推動中之執行完整度，扮演著極為重要角色。 本研究爰從文獻分析，針對文化創意產業政策計畫演變，比較我國與韓國文化創意產業制度設計。在個案選取上，以珠寶產業為例，探究文化創意產業政策執行實務，說明官僚組織設計，對文化創意產業政策執行影響的情形，並提出若干省思及相關建議。 / Taiwan's "Cultural Creative Industry development act" was adopted in 2010 after the third reading. According to the definition in article 3, there are a total of 15 types of industries that are classified as part of the "Cultural Creative Industry" , as well as other industries designated by the Central Competent Authority. The classification system of the Cultural Creative Industry decreed in the regulations plays an extremely important role in implementing the promotion of practical Cultural Creative Industry policies. The present study aims to elucidate the changes in policy planning of the Cultural Creative Industry through a literature review and compare the design of Taiwan's Cultural Creative Industry policies with those of South Korea. The jewelry industry was selected as a study case to investigate the practicality of policy implementation of the Cultural Creative Industry, explain the influences on the policy implementation by the design of the bureaucratic organization, and propose a number of reflections and related suggestions.