The applications of mobile phone provide limitless convenience to people¡¦s life. 3G mobile phone provides a great contribution to communications due to wide range bandwidth. 3G mobile phone is able to economize on communicating time and space. Therefore, it plays an important role in the currently mobile market. In addition the governments have devoted much resource on 3G mobile learning as the hardware and software. The study aims to examine the female consumers of 3G mobile phone and consider the market of mobile phone industry, mobile phone technology and further development of mobile phone. Related literatures are sourced from the develop background of the current mobile market, demand of the mobile phone market and consumer characteristics in order to filter out the priority setting of those six categories as follows: network connection, hardware design, safe internet, business model and the mobile service of convenient and appreciations. Beside this, it also presents that the priority setting might change as a matter of time. Research method is Analytic Hierarchy Process (AHP). In the project, questionnaire results provide the bulk of the data, with the interviews intended to provide a more contextual element to the work. The questionnaire was developed and sent out to female consumers of 3G mobile phone; and the interviews were carried out with some professors of 3G mobile leaning. The results of this study suggested that the main female consumers of 3G mobile phone are young ladies who have higher education and these consumers need to receive a lot of information to help them handle works. In addition it can help them to develop the commutations. In other words, 3G mobile phone can bring more convenient in life and work. Meanwhile, the key point to promote the 3G mobile phone is the service of applications; especially the service refers to the characteristics of 3G mobile phone. For female consumers, service design should focus on female characteristics of life and special demands. For example, the service of fixing and tracking design is better for married women who have children; the service of providing life information is suit for young business ladies. After developing the service of applications, users will be used to 3G mobile phone. Then, it could be successful to expand the 3G mobile phone market of the female consumers.

Recently, as a result of people around the world to actively encourage the creation of new businesses, so that the field of entrepreneurship research has become a field of study of foreign enterprises, the fastest growing part. In particular, Taiwan is now suffering because of the financial turmoil triggered by the economic recession crisis, global competition and rapidly changing industrial structure, but also to the urgent need to develop new industries to provide more employment opportunities. And as a result of the rise of emerging markets, a substantial increase in demand for the material, particularly in the industrial development of the oil must be used is in great demand, resulting in global crude oil stocks continued to decline. In addition, the sharp increase in carbon dioxide emissions, causing global warming, the greenhouse effect serious environmental problems are also plaguing the world, it is "the United Nations Framework Convention on Climate Change's Kyoto Protocol," signed. Under the influence of many factors in the world are looking into the use of resources in alternative energy and energy-efficient power-saving environmental protection products, including solar industry and light-emitting diode (LED) industry the most popular, so many of the new company set up R & D and production of related products. In this study, the production of LED Wafer and Chip professional manufacturer G company for the study, using SWOT Analysis, Five Forces analysis, expert interviews as research methods, analysis of LED current industry conditions and to explore the company's first business process and key success factors, and then find out the case, how can manufacturers in the highly competitive environment, the establishment of a unique business advantage to the follow-up for people wishing to enter the LED reference industrial companies. The case study found that the G company success and have the following six key factors: (1) business and industry pre-market assessment of the right; (2) a clear position; (3) product differentiation (niche products); (4) has a strong start-up team; (5) personality traits entrepreneurs; (6) of prudent financial control, and the scholars referred to the key factors of success in good agreement, therefore, present or future intention to enter the LED after industry into the role of manufacturers with a reference indicator .

Many studies have found that the more well-being of employees, higher productivity. Despite the financial turmoil in 2008, the economic environment is full of uncertainties, however to attract good talents to increase the competitiveness is still a very important goal for many enterprises. Especial in recent years, it¡¦s harder and harder to getting good talents. The enterprises provide the good salary strategy for attracting outstanding talented people. Under the reduction of personnel costs, the outsourcing becomes one of the main approaches for an enterprise in order to keep normal operation."Employee benefits outsourcing" to improve employee satisfaction is an important welfare policy. The main purpose of this study was to explore the key success factors of employee benefits outsourcing. Through the interviews from the field, the study was designed from the point of view of vendors to understand outsourcing factors, enterprises characteristics for the outsourcing and outsourcing processes, for the impact of employee benefits outsourcing. The main conclusions are summarized as follows: 1.Costs are still the main considerations as outsourcing the employee benefit. Generally, the corporations, choosing to outsource employee benefits, have the concept of outsourcing and more attention to the interests of employees. In addition, the employee benefits will be changed by the environment and the times. 2.There is no clear connection for enterprises¡¦ character in outsourcing, such as the size, public or nationality. The research tells us that the corporates to outsource the employee benefits have more respect for the employee benefits as well as all have a concept of outsourcing welfare. 3.From the literature and interviews, the study found that there are fewer differentiations in the outsourcing projects process. The main factor influenced the success of outsourcing is still in whether the enterprises know their actual demand and the vendors are able to clearly catch the demand of outsourcing companies, and provide good recommendations and services. 4.In addition to costs, from the point of view of vendors, another critical success factors for outsourcing is the key person. "The preferences of the key person" will not only affect the "choice of outsourcing vendors", "outsourcing source "and" the acceptance of new service ", but also affect the whole direction of outsourcing.

The main purpose of this study is to define important criteria to consider when selecting and implementing performance measures on a strategic, tactical and operational level. The thesis is built around the questions "What to measure" and "How to measure". Generally within the thesis the question of "what" concerns different frameworks and working procedures that can be used to determine what to measure, while the question of "how" concerns criteria to consider when implementing performance measures, such as how to design measure formulas and targets, how to communicate measures, etc. The study has been conducted as a qualitative study, where the empirical data has been collected through interviews and by using information material from the case company. The purpose of the case study was to test the theoretical framework. The studied case company was Sandvik Process Systems, a product area within the Sandvik group. The case study was complemented by two minor comparative studies of companies also belonging to the Sandvik group. In total the study comprised interviews with 15 persons within different organizational levels. Several different frameworks aiming to help organizations to answer the question of what to measure have been developed during the last decades. The frameworks differ more or less, but theorists appear to agree on several matters. My conclusions of the most important criteria to be taken into consideration when answering the question of what to measure is: * Complement the outcome measures, i.e. the financial measures that show the results from past efforts, by pro-active performance drivers - the measures that drive the future performance * Ensure linkage between performance measures and company vision and strategic objectives * Involve the co-workers in the process of developing measures * Use an overall comprehensive view and methodic approach * Limit the amount of measures * Retain the methodic approach – manage the performance measurement system After answering the question of what to measure there are also a number of important criteria to consider when it comes to how to measure and implement measures into the organization: * Define measure purposes * Assign reasonable targets to the measures * Consider the field of application when designing a performance measure * Communicate the performance measures * Specify the measures Despite attempting to simplify a complicated reality the frameworks aiming to help organizations to select measures are all rather complex. Hence, to develop and implement a PMS (Performance Measurement System) by the book will imply an extensive project for any company. How time- and resource demanding the project will become will differ from one company to another. Thus, a general conclusion of this study is that a company must start out from its own conditions in order for the development and implementation not to become too complex a project, where the organization loses focus and fails to manage the project all the way through. Companies must consider factors such as the size and complexity of the organization, how the business is controlled and managed as well as the structure and control of an already existing PMS. For large organizations, already possessing a rather unstructured PMS, the best approach could be to look upon the development as a constantly on-going activity in the spirit of continuous improvements, rather than a complex project running over a limited time. A vital success factor is also to communicate the intentions to the whole organization at an early stage. If the whole organization is aware of the intention and the purpose this will facilitate the process of developing and implementing a successful PMS.

In the current fast-moving, global and complex business world, implementing organisational change has become one of the major leadership issues. Indeed, competitive organisations are turning out to be the ones that are flexible, able to adapt rapidly and continuously; strong leaders are turning out to be the ones who are transformational and who are able to implement change successfully. However, as the business world is becoming more complex, organisations are following the same path and are developing increasingly complicated structures. Risk of failure in implementing change in such complex organisations is consequently high and leaders must lead strategic moves with dexterity. They must understand their role, the required skills as well as the importance of the people while starting to implement change. They must understand where to exert their influence and they should therefore be able to determine what are the key success factors to be taken into consideration in the implementation process.

The primary goal of the study was to identify key success factors for the management of wedding tourism in South Africa. This goal was achieved by firstly conducting a literature study to determine the key success factors of strategic management for special events as stated in books, articles and other sources. Secondly, wedding tourism was analysed to provide an overview of the wedding tourism industry and weddings as tourism products. Thirdly, the results of the empirical research were discussed followed by the conclusions and recommendations made with regard to further research. From the literature study, aspects regarding strategic management were discussed namely, the strategic management process, marketing for special events, human resource management, financial management and operational management. These aspects were included in the questionnaires for the empirical research. Two different questionnaires were developed, one for wedding planners and one for owners/managers of wedding venues in the Gauteng and North West provinces. The purpose of the questionnaires was to gather information on the key success factors for wedding tourism and to gain insight of the wedding tourism industry. Personal interviews were held with wedding planners and owners1 managers of wedding venues; questionnaires were also distributed via email. All the data was processed by the North-West University's Statistical Consultation Services. A confirmatory factor analysis was done to produce a small amount of factors. The following factors were identified: strategic planning; SWOT analysis, human resources, financial management, market segmentation, promotion and operational management. After analysing the data it was clear that operational services like ensuring high levels of hygiene, having a liquor license, accessibility, secure parking and that services must meet the needs of guests were considered extremely important aspects for a wedding venue. The following aspects were considered extremely important by wedding planners: services must meet the needs of guests, offer unique products and develop a checklist as control mechanism. Owners of wedding tourism products and wedding planners have to consider and apply the key success factors in order to grow the industry and create sustainable products. / Thesis (M.Com. (Tourism))--North-West University, Potchefstroom Campus, 2007.

Záměrem této práce je analyzovat nové praktiky používané při plánování marketingových kampaní. Zřetel je dán zejména na použití internetu a sociálních sítí, které zaznamenávají v posledních letech značný růst počtu uživatelů. Navíc například oproti televizním kampaním, náklady na ně jsou podstatně nižší. Jak si na tom tedy stojí internetové kampaně a je vůbec internetová kampaň úspěšná? Tato otázka je jedním z hlavních témat, kterými se bude práce zabývat. Další částí bude analýza význačných a originálních kampaní, které přispěli k dalšímu vývoji užívání nových médií.

Diplomová práca analyzuje potenciálne možnosti vstupu už existujúcej slovenskej firmy na zahraničný trh. Cieľom je porovnanie možnosti expanzie firmy do členského štátu Európskej únie so štátom mimo Európskej únie a výber najvhodnejšej z nich. Poznatky z odbornej literatúry uvedené v teoretickej časti práce, predstavujú nevyhnutný základ pre výber vhodných nástrojov a analýz k vypracovaniu analytickej časti. Posledná časť práce je venovaná konkrétnym návrhom riešení, ktoré vedú k dosiahnutiu stanovených cieľov.

M. Tech. (Department of Tourism and Hospitality Management, Faculty of Human Sciences) Vaal University of Technology. / Given that the competition in the tourism industry has intensified worldwide, there is a need for more effective tourism marketing. Tourism marketing lies in designing the marketing strategies and communications appropriate for target markets so that profits can be generated. Through tourism marketing, tourism establishments could also attract more tourists, anticipate and satisfy the existing and potential tourists’ needs and wants. This study therefore, determines the key success factors (KSFs) for marketing of tourism establishments in Lesotho. KSFs are factors that allow tourism establishments to compete effectively and to attract more tourists. The primary objective of this study was to determine the KSFs for marketing of tourism establishments in Lesotho. To achieve the primary objective of this study, two secondary objectives were identified in Chapter1 and achieved in the subsequent chapters. The first objective was to analyse the KSFs for marketing of tourism establishments in by means of an in-depth literature review. This objective was achieved in Chapter 2 and Chapter 3. Chapter 2 provided an overview of marketing and the following were discussed: marketing in tourism, characteristics of service marketing in tourism, specific features in services, importance of marketing, description of marketing as a process and a marketing strategy, market as well as the marketing mix. In Chapter 3, various KSFs for marketing tourism establishments were discussed. The second objective was to assess empirically the KSFs for marketing tourism establishments in Lesotho. This objective was met in Chapter 5 by means of descriptive statistics, which included biographic information of the respondents in this study. In addition, exploratory factor analysis was conducted to determine the marketing-related aspects implemented by tourism establishments in Lesotho and to identify the KSFs for marketing tourism establishments in Lesotho. Last but not least this objective was also achieved by making recommendations based on the KSFs for marketing. A quantitative approach was employed for this study. The sampling consisted of two phases: During the first phase, convenience sampling, a non-probability sampling method, were used to identify the regions in Lesotho that formed part of this study and the following regions were selected to be part of the study, namely Maseru, Leribe, Berea and Mafeteng. During the second phase of the sampling, all tourism establishments in the specified regions that appeared on a list provided by the Lesotho Tourism Development Corporation (LTDC) were selected to be part of the study.137 questionnaires were distributed and completed by either the managers or marketers of the establishment between June and July 2017. The questionnaire included sections about biographic profile of tourism establishments in Lesotho that participated in this study, implementation of KSFs, importance of KSFs, questions about establishments’ marketing information and comments or suggestions of the respondents from the following sectors: airline, travel trade, attraction and accommodation. Data were captured and analysed using the Statistical Package for Social Sciences version 20.0 (SPSS). The data analysis for this study was done in two phases. Phase 1 included descriptive statistics and Phase 2 consisted of the exploratory factor analysis (EFA). Descriptive statistics such as mean and standard deviation were used to summarise data on the KSFs for marketing of tourism establishments in Lesotho. The factor analysis for this study was run with Oblim with Kaiser Normalisation as a rotation method and the principal component analysis as an extraction method for better interpretation of results. The eigenvalues criterion was also used to determine the number of principal components based on the assumption that only eigenvalues greater than 1. The data were tested using the Kaiser–Meyer–Olkin 0.801(KMO) measure of sampling adequacy and the Bartlett test of sphericity. From the results a total of ten KSFs for marketing of tourism establishments in Lesotho were identified. These include the following: conduct thorough marketing planning, enhance the attractiveness of the tourism establishment, effectively advertise the establishment, ensure the accessibility of the tourism establishment, and perform strategic marketing management to improve tourist satisfaction, conduct marketing research, manage service quality, effectively communicate with staff and tourists, promote the tourism establishment through different marketing mediums and achieve tourist loyalty. All ten factors accounted for 71% of the total variance. It was recommended that the tourism establishments in Lesotho implement these KSFs in order to successfully address the needs and requirements of their target markets. In addition results revealed the KSFs that are implemented by tourism establishments in Lesotho namely: conduct thorough marketing planning, enhance customer relationship through effective communication, advertise the establishment, manage customer satisfaction, manage customer loyalty and monitor business environments. All six factors accounted for 53% of variance. It was also recommended that this research be repeated annually, as the findings would assist tourism managers or marketers of tourism establishments in Lesotho with the KSFs for marketing to better market their tourism products both nationally and globally. This study is of value not only for clear understanding of the KSFs for marketing of tourism establishments but also for improving the profitability and overall success of tourism establishments.

生命科學產業常被視作將來的明星產業，亦被選為台灣產業轉型政策中之策略性產業。新創生技公司如何取得成功，是台灣接下來需特別關注的重要議題。 本研究以2015年時新創生技公司中最具代表性的案例－Theranos公司為分析標的。先藉「策略行銷分析4C架構」和「策略形態分析法」分析該公司在危機事件爆發前的策略形貌以及成功關鍵因素。再就危機事件對該公司帶來的影響、其處理方式是否合宜，以及該公司未來可能採取的發展策略進行探討。期望相關研究結果可供台灣的生技公司作為參考借鏡，從中學習應如何訂定公司的發展策略、該投注資源的重點項目為何，並了解在處理危機時應注意那些事項。 結果發現，危機事件爆發前該公司的血液檢驗服務因擁有較低的外顯單位效益成本，而使其整體交易成本應優於同業。整體而言，該公司採取了高度垂直整合的策略，且十分仰賴背書代言效果以及合作關係所帶來的獨特通路。該公司於此時期的關鍵成功因素包括：產業趨勢與市場需求、研發能力、檢驗能力、行銷能力、團隊成員與合作夥伴和資金。危機事件爆發後其檢驗能力、行銷、檢驗通路均受明顯影響，該公司危機處理行動之成效目前尚無法定論，但其聲譽已因溝通行動的缺失而嚴重受損。目前外界仍無法得知部分可能影響該公司未來發展的關鍵因素之相關訊息，依該公司的實際狀況，倒閉清算、限縮業務範圍或持續擴張都是其未來可能的發展。 此案例分析結果可提供台灣新創生技廠商參考學習，除可藉此案例了解技術基礎與行銷活動的重要性外，亦可從中學習到：把握市場機會、運用優勢爭取合作機會、注重行銷的整合性、善用背書效果與媒體、注意法律規範風險、確保關鍵技術的可信度、注意危機溝通，及注意團隊成員選擇...等事項之重要性。 / Life sciences industry has been seen as the star industry in the future and has been selected as the centerpiece of Taiwan's industrial transformation policy. How can a biotechnology startup company develop successful is going to be an important issue we must concern about. In this study, the most representative and controversial case in biotechnology startup companies in 2015 - Theranos, Inc. has been chosen as the research subject. "4C Framework of Strategic Marketing Analysis" and "Strategic Pattern Analysis" are used to analyze the company's strategic pattern and key success factors during the period before the critical incidents happened. The critical incidents' effects upon the company, the appropriateness of its crisis management actions, and its future development strategies are also discussed in this study. The purpose of this study is to provide information for Taiwan's biotechnology companies as a reference for strategy development, resource allocation and crisis management. We found that before the critical incidents happened, the company's blood examination service had lower overall transaction cost due to its lower cost of utility. The company was highly vertically integrated, relied on endorsement effects, and owned unique partnership which contributed to its special distribution channels. In this period of time, its key success factors included: industry trend and market demand, research ability, examination ability, marketing ability, team member and business partner, and finance. After the critical incidents happened, the company's examination ability, marketing activities, and distribution channels have been adversely affected. And although we cannot make a final conclusion about the effects of its crisis management actions now, its deficiencies in communication has already resulted in huge damage to its reputation. Until today, some information about key factors which might affect the company's future development still remains unknown to the public. Depends on the actual status of the company, its possible development strategies include: go bankrupt, narrow down the scope of business, or keep expanding. This case study shows the importance of both technology and marketing in biotechnology companies. And the study results provide some practical suggestions to Taiwan's biotechnology companies, which include: seize the market opportunities, use company's specialty to build up partnership, the importance of integrated marketing, usage of endorsement effect and media, beware of the legal risk, make sure of the reliability of company's key technology, the importance of crisis communication, and the importance of choose the team members.