在國際化的趨勢與全球化的競爭下，併購已經成為企業成長的重要手段之一。全球併購活動正蓬勃發展，台灣企業也投入併購的風潮當中，併購的目標公司不僅局限於台灣，更包括世界各地。明基收購西門子手機部門是眾所矚目的國際併購案，卻在全球的驚嘆聲中落幕。根據研究資料，企業併購案具有高失敗率，顯示企業併購不僅帶給企業新的機會，也帶來許多新的挑戰。 面對全球併購風潮之興起與併購之高失敗率，本研究專注併購關鍵成功因素，採用歸納法，綜合文獻探討、個案研究、業界訪談等方法，探討併購應注意的事項，歸納併購關鍵成功因素，促使企業在併購時創造最高價值。 本研究提出下列命題，做為企業在併購時之參考。 命題一：併購前，企業應謹慎評估本身的管理能力。 命題二：併購前，企業必須掌握本身經營狀況，尤其是財務能力。 命題三：併購過程中，實地查核是企業選擇併購標的和整合計畫的基礎。 命題四：併購過程中，留住人才是核心議題。 命題五：國際併購時，語言、文化、與法規面是容易忽視的問題。 命題六：併購後，在價值鍊上需要整合的價值活動越多，整合的難度越高。 命題七：併購程序的每一步驟皆是高度相互關聯，任何一個環節的錯誤，皆可導致企業併購的失敗。 命題八：併購時，企業應建立併購指南與關鍵成功指標，或由外部專家協助。

記憶體模組製造產業(Memory module manufactures)競爭激烈，產品價格會受到DRAM與NAND Flash市場價格之影響，而且毛利率也如同筆記型電腦產品一樣，走向薄利(low profitability)的趨勢；除少數市占率(market share)能超過10%的大廠外，絕大多數的廠商市占率差異不大。面對變化劇烈的市場，記憶體模組製造商除了試圖穩住市占率，以求達到生產的經濟規模（Economies of scale），並且藉著不斷提升技術，開發出具差異化(differentiation)的產品，希望能提高產品的毛利率。個案公司能在這個競爭激烈的產業中立足，並且維持穩定的獲利能力(profitability)，其關鍵成功因素值得探討。 　　本研究主要採用個案深入訪談及問卷調查方式蒐集資料。第一部分個案深入訪談，以個案公司及通路夥伴之高階主管為對象，探討個案公司之關鍵成功因素以及與通路夥伴的合作模式。第二部份以問卷之方式對個案公司之客戶進行紙本問卷，藉以研究關鍵成功因素與顧客滿意度及顧客忠誠度之相關性、顧客滿意度與顧客忠誠度之相關性，同時亦研究顧客人口變數與關鍵成功因素、顧客滿意度與忠誠度是否具顯著差異。並以SPSS軟體做為統計資料分析工具。 　　本研究結果關鍵成功因素為與客戶建立長期合作關係、生產管理與技術創新、提升企業形象、品牌推廣與行銷通路、掌握市場環境與產業趨勢。且其與顧客滿意度、忠誠度皆成正相關。而人口變數對於關鍵成功因素、顧客滿意度及忠誠度大部份是不具顯著差異，僅在教育程度此變數呈現有顯著差異，意即表示此人口變數對成功關鍵因素、顧客滿意度及顧客忠誠度存在不同程度之要求。 　　本研究亦對個案公司之未來經營提出研究建議，希望對於提升市占率與獲利力能有所幫助。 / Facing on the extremly competitions in Memory module manufacturing industry, the price decisions of the product itself are therefore influenced by the DRAM’s market prices as well as the NAND Flash’s . The flows of the gross rates in memory modules commodities tend to be like low profitability, which is the same as in laptops merchandises. Generaly speaking, no manufactures can gain grater than 10% market shares in this industry, excepting few large organisations. Facing by the competitive impacts and in order to create gross rate increasing, those manufactures have the opportunities to develop new technologies, and innovate new products that have great differentiation to others. However, quite a few individuals can survive in such competitive industry, and successfully make stable profitability. It is critical to pay attention on how they can succeed, and valuable to analyse the major factors in depth. The relevant information of this study was collected based on the interviews and surveys. Firstly, I conducted interviews with A company’s top management and industrial specialists. During the interviews, two important topics were discussed. One was about A company’s key points to success in relations to market segmentation, and the other was on the business relationship between A company and its channel partners. Secondly, the collective information was derived from the surveys, which were distributed to A company’s channel partners and customers. The survey was used to ask for distributor’s point of view on A company’s success, their satisfactory to the overall business model, and the degree of brand loyalty in relation to A company. At the same time, this study would also examine whether the variable of distributor’s number had any relationship with key success factors, and if any difference between distributor’s satisfactory and loyalty. SPSS software was used for data analysis. In this research, the recommendations are concluded based on prospective bussiness strategies for the companies investigated, expecting to expand the market share and increase the profitabilities.

<p>Almost everyday we can read about or listen to the radio the creation of a new company, which is of course successfull and just started several months ago. One succeed but for how many other failures. In our everyday life we only know the companies which exist. We never consider all the high number of companies that have failed. In addition to that, by analyzing some cases, we can notice that some"good"companies, with good team, good concept can failed too. In order to understand the views that exist, one needs to elucidate this problem. The early stage of a new-created company is the most important phase of the firm´s life, according to the fact that it will determine the evolution of its whole structure, and therefore will deeply affect its future. All the more so a firm in order to be successful must be able to growth in the long run. With this thesis, we hope to contribute to a better understanding of the key- success factors ofyoung companies. Therefore we will try to clarify issues concerning this early stage. In particular we will highlight and describe that the early development in a firm is a very important phase in its life. And to determine which factors must be take in consideration in order to avoid future difficulties.</p>

Almost everyday we can read about or listen to the radio the creation of a new company, which is of course successfull and just started several months ago. One succeed but for how many other failures. In our everyday life we only know the companies which exist. We never consider all the high number of companies that have failed. In addition to that, by analyzing some cases, we can notice that some"good"companies, with good team, good concept can failed too. In order to understand the views that exist, one needs to elucidate this problem. The early stage of a new-created company is the most important phase of the firm´s life, according to the fact that it will determine the evolution of its whole structure, and therefore will deeply affect its future. All the more so a firm in order to be successful must be able to growth in the long run. With this thesis, we hope to contribute to a better understanding of the key- success factors ofyoung companies. Therefore we will try to clarify issues concerning this early stage. In particular we will highlight and describe that the early development in a firm is a very important phase in its life. And to determine which factors must be take in consideration in order to avoid future difficulties.

LCD panel industry is one of the most promising industries in the world. Taiwanese LCD panel makers have performed quite well in the past few years. On the controversy, the BLU has been viewed as a low entry barrier industry with many suppliers and its profit margin seems to have been squeezed due mainly to its position between big giant LCD panel makers and limited key materials suppliers. However, BLU is one of Taiwan's few competitive industries in the global market because of its high self-sufficient rate and leading technologies over their Korean and Japanese competitors. Sometimes, Taiwan¡¦s BLU industry is even performing better than other component industries within the LCD industry supply chain. It's worth examining the competitive advantages for Taiwan BLU industry by analyzing "Company R", one of the leaders in Taiwan BLU industry. We start our research by highlighting the key characteristics of the LCD industry and the dynamics of the BLU supply chain. After analyzing the marketing, technology, and management requirements for the BLU industry, we have concluded the key success factors of the BLU industry. Then with a brief introduction of ¡§Company R¡¨, we have identified the company's competitive advantages and potential long-term strategies by analyzing the company¡¦s unique positioning and resources, and comparing those with the above-mentioned key success factors of the BLU industry. According to our study, demand for BLU should continue to grow with increasing demand for LCD TVs, in longer term. The major issue for LCD panel industry will be "demand and supply" relationship, while for BLU industry is the "volume" and its "competitive advantages" for each company. The technology development for BLU will continue. BLU is not just a so-called ¡§assembling business¡¨, and its industry entry barrier is much higher than before. Besides, the cluster effect and vertical integration are inevitable for LCD panel makers. To be successful in BLU industry, a company not only needs to focus on these key success factors, but also needs to keep developing and improving its core competencies relative to its competitors.

This study explores the application of wireless local area network (WLAN) in retailing industy for enhancing experiential marketing. As competition in the retailing industry increases, added with new entrants competing for old customers, department stores nowadays must consider new ways of attracting customers. Against that backdrop , experiential marketing becomes increasing important. Taking Kaohsiung¡¦s six department stores as cases for study, the author conducted a two-wave survey to examine whether and to what extent visitors of deparment stores appreciate the introduction and possible deployment of wireless local area networks as a means for enhancing experiential marketing. Using analytic hierarchy process (AHP) as a research method, this study sorts out not only the key success factors of introducing wireless Internet in the context of department stores but also the priority setting of those key success factors, which includes seventeen elements falling into five categories. Broadly put, marketing and promotion stands out as the first priority setting, followed by business model and infrastructure. The finding of such priority setting has deep implications for experiential marketing which also falls into five modules of analysis: sense, feel, think, act and relate. It shows that visitors are more satisfied with the aspects of sense and feel, whereas the other three leave rooms for improvement. By introducing and deploying information and communications technologies, such as WLAN, that weakness of experiential marketing can be improved.

Wine tourism is very much an "experience", be it the wine, the destination or the opportunity to learn and "grow".Competitive positioning of wine tourism regions has become a strategically important issue, as the number of wine festivals has increased considerably and numerous regions are now marketing aggressively to attract high-yield wine tourists. The Wacky Wine Festival is one of the most unique and popular wine festivals in South Africa, and is the biggest regional wine festival. Managers of the Wacky Wine Festival need to know what visitors see as the important key success factors needed for managing a wine festival. This encourages competiveness and attempts to be sustainable over the long term of the wine festival's product lifecycle. When managing a wine festival, managers also need to identify whether different visitor groups have different perceptions of the managerial aspects. Key success factors (KSFs) are a prerequisite for the success of any organisation. KSFs concern what every manager within the tourism industry must be competent at doing or must concentrate on achieving to be Competitively and financially successful. KSFs are aspects which influence the organisation's ability to thrive in the market place. It is important to identify key success factors as these will assist a business in measuring achievements and indicating the improvement a business is making towards achieving certain targets. The main purpose of this study was therefore to determine key success factors for managing a wine festival by identifying what visitors to the Wacky Wine Festival view as important managerial aspects (KSFs). To reach the above-mentioned goal, the study is divided into 2 articles. Research for both articles was undertaken at the Wacky Wine Festival. Questionnaires were interview-administrated and distributed randomly during the course of the Festival at different wine farms. In total 424 questionnaires werecompleted during the visitor survey from 3-7 June 2009. Article 1 is titled: "Aspects concerning effective and efficient management of the Wacky Wine Festival". The main purpose of this article was therefore to identify the key success factors in managing the Wacky Wine Festival. This was done to determine what people visiting the Wacky Wine Festival view important. A factor analysis was used as instrument for achieving the above-mentioned goal. Results indicated that quality and good management, wine farm attributes, effective marketing, route development, festival attractiveness, entertainment and activities and accessibility are the key success factors that are important when managing a wine festival. These results generated strategic insights on what managers need to focus on when they are organising and managing a wine festival, such as the Wacky Wine Festival. Article 2 is titled: "A management appraisal of the Wacky Wine Festival". The main purpose of this article was to identify why a management appraisal is important when managing a wine festival. An analysis of variance (ANOVA) was used to determine whether significant differences occurred between the different visitor groups of the wine festival and their perceptions regarding the managerial aspects. Results revealed that there are three different visitor groups, namely the festinos, the epicureans and the social adventurers that visit the Wacky Wine Festival. Each of them agreed or disagreed what managerial aspects they find are very important when managing the Wacky Wine Festival. Some of the factors were found significant, namely quality and good management, effective marketing and entertainment and activities. Hence managers of the wine festival need to regard these key success factors as important to focus on. This research therefore revealed the key success factors for efficient management of the festival. There are further three types of visitor groups that visit the Wacky Wine Festival were also identified, namely the festinos, the epicureans and the social adventures. Research also indicated that specific markets have different evaluations concerning the importance of management aspects in ensuring success. / Thesis (M.Com. (Tourism))--North-West University, Potchefstroom Campus, 2010.

Wine tourism is very much an "experience", be it the wine, the destination or the opportunity to learn and "grow".Competitive positioning of wine tourism regions has become a strategically important issue, as the number of wine festivals has increased considerably and numerous regions are now marketing aggressively to attract high-yield wine tourists. The Wacky Wine Festival is one of the most unique and popular wine festivals in South Africa, and is the biggest regional wine festival. Managers of the Wacky Wine Festival need to know what visitors see as the important key success factors needed for managing a wine festival. This encourages competiveness and attempts to be sustainable over the long term of the wine festival's product lifecycle. When managing a wine festival, managers also need to identify whether different visitor groups have different perceptions of the managerial aspects. Key success factors (KSFs) are a prerequisite for the success of any organisation. KSFs concern what every manager within the tourism industry must be competent at doing or must concentrate on achieving to be Competitively and financially successful. KSFs are aspects which influence the organisation's ability to thrive in the market place. It is important to identify key success factors as these will assist a business in measuring achievements and indicating the improvement a business is making towards achieving certain targets. The main purpose of this study was therefore to determine key success factors for managing a wine festival by identifying what visitors to the Wacky Wine Festival view as important managerial aspects (KSFs). To reach the above-mentioned goal, the study is divided into 2 articles. Research for both articles was undertaken at the Wacky Wine Festival. Questionnaires were interview-administrated and distributed randomly during the course of the Festival at different wine farms. In total 424 questionnaires werecompleted during the visitor survey from 3-7 June 2009. Article 1 is titled: "Aspects concerning effective and efficient management of the Wacky Wine Festival". The main purpose of this article was therefore to identify the key success factors in managing the Wacky Wine Festival. This was done to determine what people visiting the Wacky Wine Festival view important. A factor analysis was used as instrument for achieving the above-mentioned goal. Results indicated that quality and good management, wine farm attributes, effective marketing, route development, festival attractiveness, entertainment and activities and accessibility are the key success factors that are important when managing a wine festival. These results generated strategic insights on what managers need to focus on when they are organising and managing a wine festival, such as the Wacky Wine Festival. Article 2 is titled: "A management appraisal of the Wacky Wine Festival". The main purpose of this article was to identify why a management appraisal is important when managing a wine festival. An analysis of variance (ANOVA) was used to determine whether significant differences occurred between the different visitor groups of the wine festival and their perceptions regarding the managerial aspects. Results revealed that there are three different visitor groups, namely the festinos, the epicureans and the social adventurers that visit the Wacky Wine Festival. Each of them agreed or disagreed what managerial aspects they find are very important when managing the Wacky Wine Festival. Some of the factors were found significant, namely quality and good management, effective marketing and entertainment and activities. Hence managers of the wine festival need to regard these key success factors as important to focus on. This research therefore revealed the key success factors for efficient management of the festival. There are further three types of visitor groups that visit the Wacky Wine Festival were also identified, namely the festinos, the epicureans and the social adventures. Research also indicated that specific markets have different evaluations concerning the importance of management aspects in ensuring success. / Thesis (M.Com. (Tourism))--North-West University, Potchefstroom Campus, 2010.

This thesis examines the process of new product development for small firms, aiming to specify what separate top performers from the rest. Every year, thousands of new products are introduced to the market. Yet, 75 % to 90 % of all products launched suffer from failure. Prevailing theory is founded on examinations on large firms, which differ significantly from small firms in terms of financial and human capital. This gives reason to suspect that prevailing theory fail to serve the specific needs of a small firm. In this study, previous research is summarized in a theoretical framework. A set of survey questions was sent out to 2,287 managers in Swedish small manufacturing firms. A research model was developed to help analyze and interpret the 156 complete responses. 32 significant variables separating top performers from the rest were acknowledged and three factor areas were specified in a framework for small firm new product success. The findings of our study indicate that prevailing theory fail to serve small firms. We conclude that small firms benefit from focusing to simplify rather than adding to refine, and that this is strongly correlated to the limited financial and human resources of a small firm.

Cette recherche a pour objet d'exposer et d'analyser le processus de mise en oeuvre d'une innovation managériale dans un cadre intra-organisationnel. Elle s'attache à décrire de façon détaillée et exhaustive l'ensemble des actions mises en oeuvre par l'entreprise afin d'implanter durablement et avec succès une innovation managériale majeure : l'Animation à Intervalle Court (AIC). Notre recherche a également pour objectif de mettre en lumière les freins et les facteurs clefs de succès spécifiques au processus de mise en oeuvre de l'innovation managériale. Nos résultats tendent à montrer que plus l'innovation managériale est radicale, plus elle pourra être mise en oeuvre avec succès dans l’entreprise. Notre contribution porte également sur la démonstration de l'efficacité de l'innovation managériale ainsi que sur l’analyse du mode de relation qu'entretien l'innovation managériale avec les autres catégories d'innovations et leur impact sur la performance de l'entreprise. / This research aims to analyze and describe the implementation process of a management innovation in organizational context. It seeks to explain in detailed way all the actions developed by the company in a way to implement successfully and with a long lasting time a radical management innovation called : Short Management Interval. Our research aims to highlight the key factors success and the organizational constraints of management innovation implementation process. Our results demonstrate that the more radical the management innovation is, the more it will be implemented successfully. Our research contributes to demonstrate the positive effect of management innovation for the firm performance.