The semiconductor equipment industry of Taiwan, through their constant efforts and continuously endeavor, hope with their ripe productivity that lead enterprises to sustainable business and development forever. Many equipment suppliers pursue advanced technology and develop new equipment in order to improve the competitiveness. Starting from developing the equipment for the back-end of production line, they finally reach 15% of self-production rate after years of effort. However, they only achieve 5% at the front-end; there is indeed a lot of space for growth. Through studying the development process of the equipment of M Company, we will find they become one of the most competitive companies in this industry by continuing to strengthen the ability of R&D and enhance service quality. This research explores the key successful factors of M company by focusing on interview, through SWOT analysis and Porter 5 force analysis, will conclude that indeed there is significant competitiveness. During researching and analyzing, we summarize the following points: 1. Correct orientation of products 2. Good expansion and adoption of R&D talent 3. Speed of new research and development meet customer¡¦s demand 4. Good ability of customer management 5. Advantage on competitive time and cost 6. Vertical integration capability 7. Flat organization Observe and track the improvement continuously, make M Company and semiconductor equipment companies obtain better achievement in the equipment industry of Taiwan. This research can be classified as key successful factors. Because the period of time and material still has space for improvement, we expect this is constructive to younger generation of R&D, and all the equipment suppliers.

This research is to adopt the quality quest research method, interviewing through the depth and the sorting and researches of the pet industry related development process, regard core resource theories as the foundation, look for to be subjected to the management key of visiting the individual cases to succeed factor, to understand its competitive advantage to produce. In addition, also consult and deliberate now before pet industry characteristic and actual situation condition, try to induce and identify the key succeeds factor of the relation between control and management results performance. This research is final to acquire as follows what time conclusion: (1) Pet already camp key success the characteristic of the factor is affected by the core resource (2) The key that this research have to pay success the factor account six, including:" Block advantage"," management type"," store atmosphere"," sell the thoroughfare choice"," enter the goods mode" and" executive profession degree". (3) When various keys succeed the factor can reach the certain level, to conduct the good and bad of the results to have the influence of absolute, and the management results of the pet industry then expresses in four factors in" finance results"," earning satisfaction"," customer satisfaction" and" technique satisfaction".

In the era of knowledge-based economy, every enterprise invariably expects to maintain and develop its core competence and emphasize that the enterprise should become a knowledge organization based on knowledgement. Meanwhile, through the enterprise culture and the working out of inspiration system, the employees will be willing to share their experiences and knowledge with others. From this respect the personal knowledge will become team knowledge which will speed up the response of learning of innovation and solution of problems to cope with the rapid change of environment and to preserve the advantage of competitiveness. By means of knowledge management (KM) an enterprise can create and pile up efficiently the intelligence accumulation, which maintain the enterprise¡¦s value forever. Success belongs to the enterprise that is constantly innovating, promptly learning and creating the value with new knowledge. This is why an enterprise should regard KM as an important asset and direct it properly. No matter the collection, accumulation, use and innovation of knowledge, human is always the key factor to influence the effect. The first priority of KM is to face the problems of ¡§human¡¨ and ¡§culture change¡¨ To establish the culture of KM is that every member of the organization has to qualify oneself for concept and ability of KM. At the meantime the common behavior of performing KM should be shaped up as a habit to maintain constantly the learning, sharing, innovating and accumulating of knowledge. This study is aimed at the exploration of how to establish the culture of KM in CSC and hope to implement the following goals: 1. To find out and control the key factors of urging KM successfully through research papers, 2. To establish KM performance index which can be traced and evaluated and corresponded with enterprise demand, 3. To collect efficient means which can perform the organization reformation, 4. To confirm the establishment of the fundamental structure of KM, 5. To support other domestic enterprises with the achievements of KM culture made by our research. From the research papers this study explores the successful key factors and the performance indexes of KM. Via the practical application of the fundamental structure of KM in CSC, we reach the construction of KM culture through gathering the methods of organization reformation, the control of accomplishing of key factors and the carry out of estimation of KM performance.

The study is to summarize the characteristic, present situation and future trend of magnesium industry. Through the analysis of industrial structure, we can understand the growth level of magnesium die casting market in Asia is better than other regions in the world. Especially the 3C industries in Taiwan and Japan, are the most fast-developing ones of magnesium. By means of the analysis of ¡§five forces¡¨ and SWOT of domestic magnesium industry, and comparison with Japanese industry and many references, we can find the KSF (Key Successful Factors) of Taiwan magnesium industry. In the case study of Catcher's company, we can find out how it successfully apply its core resources and retain its competitive niche by analyzing the advantages and disadvantages of competitive factors, and understanding how to use hyper-competition operation model. The industrial circumstances change rapidly, it is importance to fully grasp favorable terms of corporate competition, and to develop advantageous strategies by integrating the prospects of domestic and foreign industries. For the construction of a strongly competitive leader company of magnesium industries, it is essential to own the critical techniques of magnesium and establish the good relationship with customers. From the study, we find that Catcher Co., Ltd. can forecast the customers¡¦ future needs and operate in coordination with them to develop the product strategies. Because it can provide the new products earlier than other rivals, and keep good relationship with suppliers, Catcher can manufacture the products at many different production places and satisfy the most needs of customers and occupy higher market share. Reviewing the case in the analysis of management strategies, we can verify the KSF that can fit in with Taiwan magnesium industry. In conclusion, the study suggests five significant items for the Taiwan magnesium industry: 1. Fix on product scope 2. Promotion of research team ability 3. Process techniques and quality stability 4. Mass production capacity and cost down 5. The Cooperation of Magnesium companies

Kaoshiung Port had natural advantage of geographical conditions plus adopting the strategy of developing container center in 1970 and also was developed and operated achievement very well in past 20 years for prevailing in containerization. In late 1990, Kaoshiung Port faced internal and external competitive stress because global planning and management affairs were getting in vogue and neighboring countries invested in harbor facilities competitively. By far three years nearly, Kaoshiung Port was in very competitive circumstance and had to adopt seriously some tactic to promote its competition. In 2001, Taiwan government brought up the policy of Free-Trade Port Zone (FTPZ) and intended establishing FTPZ in harbor or airport in order to solicit for propriertors¡¦ investment against the businesses such as exhibition, processing manufacturing and transshipment of storehouse. Due to many examples in growth with high-speed by FTPZ in overseas harbors, KHB respects on this policy very much and strives with all its strength to set up FTPZ in Kaoshiung Port. There are no any precedents of domestic FTPZ in Taiwan. In order to find out the effect of FTPZ to Kaoshiung Port and point for attention and improvement in driving this strategy, following status are found out by this research with collection and discussion on reference sub-data and SWOT analysis of Kaoshiung Port¡¦s competition plus statistical analysis of survey. 1. 71% of persons consider that KHB will promote its advantage in competition and increase container sales revenue to establish FTPZ, extremely 93% of persons think KHB will get much help if government opens direct transportation links with Mainland 2. Following importance of external and internal factors affect whether FTZP will carry out and develop its function: External: Opening up direct transportation links with Mainland, good investment environment, preferential land tax and other levies, efficient clearance, proprietors¡¦ investment will. Internal: advantage of geographical localities, tally with information system of users¡¦ demand, efficient stevedoring, organized system of operation decision-making power, reasonable port tariff, rental and flexible adjustment, respect of customers¡¦ suggestion and high quality service, sufficient container areas 3. In order to apply effectively with restricted resources, now KHB has priority to improve its serviced resources of internal is information system, organized system, selling action, and human resources. Eventually, in order that KHB establishes tactical target of FTPZ effectively, mainly there are some suggestions to two parts, government¡¦s policy-making department and KHB, by this research to pass the bill of FTPZ, open direct transportation links with Mainland, adjust organized system of KHB, improve service system with right remedial steps, reform the rental mode of container harbor, and cooperate with succeeded international harbors or strategic alliance.

進入Web2.0時代後，社群網站產業成長快速，從各大入口網站、部落格網站及社群網站業者所投入的程度來看，社群網站的確是目前極具發展前景的網路新興產業。但觀察目前現有的社群網站研究文獻，大多仍局限於探討社群網站使用者的使用動機、行為等等，對於社群網站的產業環境、廠商策略、行為與績效，以及服務機制的使用、應用創新程度缺乏有力的分析。故本研究藉由SCP產業分析模型來分析社群網站的產業狀況，以『結構—行為—績效』的架構來分析社群網站的產業結構、市場行為與經濟績效之間的關係，佐以產業五力分析理論及產業生命週期理論研究社群產業現況，據以歸納出社群產業的現況及社群網站廠商經營策略的關鍵成功因素，並對未來的社群網站提供建議。 本研究採質化及量化的研究方式。質化部份為分別對台灣主要的四家社群網站（Facebook、無名小站、痞客邦、優勢網）做個別研究，訪談相關資深人員，得出目前產業的現況及各家廠商的關鍵成功因素。量化部份則藉由蒐集問卷樣本資料，分析社群網站使用者的動機與行為、以及他們對於上述四家社群網站功能的偏好。 本研究結果發現，(1) 社群網站的經營模式多為建立一個網路平台，以網站的功能吸引使用者加入並增加黏著度，並以高流量吸引廣告收入，故社群網站一般不會對使用者收費。(2) 社群網站產業沒有傳統上所謂的供應商，與同業間也非傳統的競爭關係。因為使用者可同時使用多個社群網站，社群網站間的使用者也很有可能重複，所以社群網站間並非零和的競爭關係。現今多為互相串連合作，使更多使用者加入與增加停留時間，擴大產業的影響力。(3) 社群網站產業呈現大者通吃的現象，同一類型的社群網站只有前一兩家能夠生存。(4) 社群網站產業的進入門檻低，但新進入者必須有足夠的差異性與創新性才能成功。而現存的社群網站也必須不斷創新服務、提供新功能，才能保有領先地位不被淘汰。(5) 社群網站未來將持續著重於建立使用者之間的人際網路，讓彼此的訊息往來更加簡便迅速。 最後，本研究希望據以歸納出社群產業的環境狀況及各家具代表性的社群網站廠商的關鍵成功因素，並針對未來的社群網站廠商提供建議。 關鍵字：社群網站、SCP產業分析模型、Web2.0、產業五力分析、產業生命週期、關鍵成功因素 / In the Web2.0 era, the growth rate of social networking industry is so fast. The social networking sites are so potential businesses from the investments of major portals, blogs and social networking sites. Almost the thesis are studied the users’ behaviors and motivation’s factors. It’s so lack to study about the industry’s environment, the strategies, conducts, performances of social networking site business. So, this thesis wants to analysis the social networking industry by SCP model. And it wants to analysis the relationship of industry structure, conducts, and performances, and to study the industry status by five competitive force model and industry life cycle theory. It wants to summarize the status of social networking industry, the key successful factors, and the suggestions for future new entrants. This thesis is studied by qualitative research and quantitative research. The qualitative research is that I had a discussion with the senior managers of four famous social networking sites. It discussed the status of the industry and the key successful factors. And the quantitative research is by collecting questionnaire, analysis of community motivation and behavior of website users and their social networking site for the function of the four sites. This study summarized that (1) social networking business model is to build up a networking platform’s functions to attract users to this site, to increased degree of adhesion to earn more high advertising revenue. It can’t charge any fees from users. (2) There is no supplier that like as the tradition business. And the competition is not like as the traditional business due to users can simultaneously access multiple social networking sites. Each user has some different social networking site’s accounts. (3) Just one or two largest sites can survive in similar business model. (4) The entry barrier is so low, but the new entrants must have a sufficient difference and innovation to succeed. (5) the future of social networking sites will continue to focus on interpersonal networks between users, to let social information more easily and quickly. Keywords: social networking sites, SCP industry analysis model, Web2.0, five competitive forces analysis, industry life cycle, the key successful factors