From 1992, the economy of Mainland China grow up faster, and the supply of steel falls serious short of demand, Taiwanese companies all want to invest in China. Our search focuses on these Taiwanese companies in China to find the key successful factors in investment. Based on the research result, we conclude below: 1. The advantage of culture different The interaction between Taiwan and Mainland China are very frequently, no matter in commerce activities, political and so on. Related to others foreign companies, the Taiwanese companies get more advantage in culture parts, like same language, living situation and also avoid the culture shake, so, the Taiwanese companies could get complete information than the foreign companies. But the companies still pay attention to deal with the localization. 2. The better managerial abilities Related to local company, the Taiwanese company have compete managerial system, for a new comer, it will help company to gain more performance, but the Taiwanese company still need to keep the organization flexibility, to hold the competitive advantage. 3. Product price setting flexible When company set price in China market, the price setting system should let the customers feel they been treat fair and reasonable, when the company use open quantity discount, allowance, payment term system, flexible price will make the customers feel more value. Keyword: Stainless Steel Industry, Key Successful Factors

Because of recently speeding up populization of the third generation mobile service, people raise the interest of researching mobile commerce again. This research will focus on studying the important factors of developing of mobile commerce, the relation of those factors, and the reason why mobile commerce could only success in Japen and Korea. When 1999 people start to pay much attention to research the mobile commerce, most telecommunication providers in developing country have highly investment on mobile service. But only Japenese telecommunication providers gain success at that time. During this period, academic circles and industrial circles constantly have research reports about mobile commerce. If we read these reports by their published years, we may find a revolving phenomenon: firms involving in developing m-comerce gained failure => related reports A published, and proposed some reasons of that failure and their suggestions => firms fixed their action by those reports, tried to develop m-cpmmerce again, but still faced failure => related reports A published, and proposed some reasons of that failure and their suggestions => firms fixed their action by those reports, tried to develop m-cpmmerce again, but still faced failure. So this research tries to probe into the m-commerce by study the history of developing of m-commerce, including collecting the firms¡¦actions and perspectives and the representive literatures and discussions. This research also believe that including this report, we haven¡¦t understood the m-commerce thoroughly. And the m-commerce is also changing by the increasing of bandwidth and the developing of new applicatons. And that the developing of m=-commerce needs the telecommunication firms, cellular phone firms and contant firms to collaboration to match the users¡¦pattern of each country. Depanding on the three factors above, we believe that we should hold a systematic and overall point of view to understand the m-commerce, not simplely by several key success factors or key failure factors. Depends on the case study in chapter 4, we have concluding a systematic analysis model. And we also compare the successful developing of Japenese and Korean m-commere. Finally we provide three dimensions of evaluatipn the developing project of m-commrce.

The key update cost is an important parameter of the performance evaluation of the secure group communications in the wireless networks. It is a very public issue to reduce the key update cost. In the tree-based multicast key management scheme, a user is randomly assigned to one of the all leaf nodes. In this thesis, we divide the users into two groups which are new call users and handoff call users. Then, we propose that new call users are assigned to some of the special leaf nodes in the key tree and the handoff call users are assigned to others. This scheme is called class-based multicast key management scheme. We analyze this two multicast key management schemes for secure group communications. This thesis shows that class-based scheme could reduce the key update cost in some special case.

Recently computer and communication industries have grown markedly and rapidly. The related industry of the passive components also grows fastly. especially inductor, resistor and capacitor aspects. However, there are so many companies engaging in this passive component business, and hence competition is extremely severe for domestic and foreign markets. Facing current situation the competitors of passive component business must have an effective strategy, or they will be eliminated from the market. In this thesis, the orientations of industry are divided into Product Leaders, Operational Excellence, Customer Intimacy, and Diversification. Based a literature survey of domestic and foreign information, the case study and the industry structural analyses and defining four strategic competition groups, we hope we can grasp the firm¡¦s key success factors (KSFs) to find the best strategy of competitive advantage.

ABSTRACT The domestic economic activity has been still in recession for several years. Besides moving outwards, the enterprises gradually decreased predominance in competition and are obliged to try every endeavor to find out any of proper management system. Hoping via applying diversified thinking model and managing skills that could revive the enterprises. Firmly, improve the management performance and promote the competence. The Balanced Scorecard¡]BSC¡^,a new management method, has been presented in such an occasion¡]by Kaplan & Norton in 1990¡^.This management system starts from erecting the company¡¦s vision and mission, further to choose his own strategy. However these strategic targets are planned to form a strategy- map, which consisting of four dimensions. Moreover in each dimension respectively to have various Key Performance Index¡]KPI¡^and those KPI will drive future performance -evaluation-indicators. Precisely speaking that BSC can transform the strategic targets into practical actions. As BSC can link strategy with execution, evaluation and learning to be a feedback loop so that performs to test strategy and adjust it to conform to the variation of external environment. Finally a company, which has applied above system will form a high-performing organization. This case study is based on the biggest domestic integrated stainless steel producer. Reviewing its constructed procedure of introducing the BSC and comparing its actual performance data of before and after applying of BSC system. At the same time, reconfirm by analyzing the outcome of questionnaires & visiting data. Hopefully, to prove applying BSC is an effective way to improve management performance. About this section, first of all, referring to data collection, to collect the questionnaires which are respondent from all of department managers and customers of case company. Secondly, to choose specific top managers of main departments of case company for deep visiting- survey. Finally, to analyze above data and get the following conclusions: 1. There are still some unrevealed problems existing in case company after the analysis of data acquired. 2. There is an only effective way to promote management performance that should be under a combination between monitoring KPI and incentive system. 3. The BSC can promote the management performance indeed. This study can offer a reference for other related steel producer or other enterprises to adopt the BSC in future. Absolutely, to construct such a system could make company act efficiently response against the impacts resulted from the fast variation of external environment and no doubt that could keep the management more flexible and more competent forever. Keywords: Balanced Scorecard Management performance Key performance index

Abstract Because of its various features and advantages, utilizing IC smart card as a tool to integrate transport ticketing. has become an international trend. The electronic ticketing system can save cost, simplify fare collection procedure, increase passenger flow, and decrease time lag. By this new type of ticking technology, it further advances service quality, operation efficiency and transport capacity for the transport system operation. Furthermore, resources may be shared though the alliance among different industrial sectors and the ticket integration. The objectives of this study are try to find ways how to install IC smart card to implement ticket integration and minimize cost through ticket integration, as well as to find the factors of success in the ticket integration from profitability viewpoint for Kaohsiung Rapid Transit Corp. The ways of implementation of relative users in these factors are also evaluated to propose a feasible implementation project and a concept of overall development, so as to meet the target of integrating mass transport tickets for the Kaohsiung metropolitan area. Other relative IC smart card business will be further developed to advance operation efficiency, decrease operation cost, and increase revenue of the case company, leading to an enterprise of perpetual operation. From market environment aspect, regulatory policy aspect, technical specification of the card, and deep interviews with relative suppliers such as Hongkong Octopus Card, Taipei Easy Card, Southern Taiwan Smart Card etc., we try to find four key factors affecting ticket integration, so as to comply with the specification and limit provided in our bank laws, clarify the allocation of costs of installing equipment and distribution of profit sources, and carefully select specification of the card. Before integrating ticket, small consumptions must be combined to explore business opportunity. The experiences in continual improvements in these four factors of relative users are considered in our proposal of overall development concept and implementation project for Kaohsiung Rapid Transit Corp. As soon ticket integration is initiated, the issuing of joint card should be discussed with banks, so as to clarify the allocation of costs of installing equipment and distribution of profit sources among banks and relative participants, and then build an efficient operation model. All measures such as the adoption of non-touch card in conformity with specifications of ISO and Ministry of Transportation and Telecommunications, preparation of combining small consumptions, cooperation with retailers for profits, exploration of card distribution channels, and application range of card, are necessary projects leading to success in the implementation of the target of ticket integration.

Over the past 50 years, the success of SME development in Taiwan has played an important role in the economic growth, and even today, many developing countries are interested in learning from Taiwan¡¦s experience. In fact, SME development in Taiwan has made remarkable contributions to the expanding of foreign trade, the strengthening of market competitiveness, the boosting of national income, the creation of jobs opportunities, the balancing of regional development, and the influence on social stability. In this study, we first studied the key success factors in Taiwan¡¦s SME development through the review of related literature. Then, we attempted to find that the majority of scholars and experts had a common view of Taiwan¡¦s SME key success factors, which are concluded as social culture and psychology factors, historical and economic factors, and government policy factor. Secondly, we intended to make questionnaires from the Ministry of Industry and Trade, the Mongolian Chamber of Commerce and Industry, and SME owners. The main purpose is to research for the opinions of three different parties on SME development in Mongolia, such as government roles, present situation, future development strategies, and opportunities to learn from Taiwan¡¦s experience and successful development factors. Here were 120 responses received at the end of this survey. The data were analyzed by SPSS software using descriptive statistics, one way ANOVA, Pearson¡¦s correlation, and factor analysis. The results showed that there were significant differences between the three organizations. In addition, this research tried to make an effort to suggest future SME development strategies in Mongolia on the basis of external and internal environment analyses using a SWOT model. Finally, on the basis of above results, we proposed several policy recommendations for relevant organizations that get lessons from Taiwan¡¦s experience and revealed some key success factors in SME development into the ground of Mongolia.

¡@¡@The twenty-first century is the globalized competition age. In accommodation to rapid change of the competitive industrial environment, the application of information technology becomes the major factor for enterprise to survive. The crucial agenda related to information management which is highly emphasized by enterprises varies. This report collects key subjects about information management in Taiwan and other countries from 1982 to 2007 in order to discuss and discover the changes of crucial agenda for the pass 25 years. With supplemental theoretic documents and practical operation condition, we conclude the major ten critical topics in Taiwan information management based on taking surveys and doing interviews. Those top five are ¡§Information security¡¨, ¡¨Using information systems for operation¡¨, ¡§Using information systems for competitive advantage¡¨, ¡§Integrating information in systems¡¨ ¡§Communication with department of end-user¡¨. This report also reveals differences between the analyses result of crucial agenda from diversity factor. ¡@¡@There are few published documents related to researches on Taiwan crucial agenda for the past 25 years. Some of them are always paid more attention by enterprise, like ¡§Using information systems for competitive advantage¡¨, ¡¨Communication with department of end-user¡¨ and ¡§Promoting effective use of the data resource¡¨ while some of them, ¡§Using information systems for operation of bussiness¡¨, for example, are taken highly of gradually. Furthermore, compared to other countries, US is the most similar country to Taiwan regarding to crucial agenda, but they still have slight differences.

From the view of industry's technological development trend, the basic theory researches and technologies were sprouted by advanced developed country in Europe and USA. The technical and practical application of these researches and technologies were developed by Japan. By the way of cost down, mass production was made in developing countries such as Taiwan and Korea. In order to reduce the manufacturing worker and workspace cost, most companies moved to under-developed countries such as China and Vietnam, etc. These industry companies are including textile, shoes, petrochemical, PCB, IC and LCD manufacturing companies. In recent years, the modern techniques countries such as USA and Japan paid a lot of attention on the influence power of China and neglected Taiwan and Korea. In order to reduce operating cost and aim at the consumer markets closed to 1,300 million people, they entered China and set up the factory directly. How should domestic small and medium-sized enterprises in Taiwan respond to this situation? When the small enterprise using specialization to overcome the problems such as small-scale and lacking-resource, the companies had cooperated with the flexible attitude to deal with the change in situation in order to stand firm gradually and make a profit steadily. At this moment, the companies have already built and constructed the key ability. They tried to improve rate of production, increase enterprise's income and gross value, desalinize the prosperous circulation fluctuation and disperse the risk. Except expanding the service stations and developing key technology, the companies turn a means with much angles of relevant technology and enter the potential profit pool to set up the second and three pillars in order to adopt many angle actions to extend the goals and get involve into the new business field. Meanwhile, the main methods used is to expand from the key ability of most manufacturers in the course of growing up. In the key process of expansion, it is the important topic to have key ability and levelage accurately reach new technology, new product and new field. The motive of this research combines the practical experience of the industry and relevant references. It also discusses the enterprise with key technology to make the environmental analysis, tactics of industry plan and execution in different business. The key succeed factor and failed reason is also compared to provide as the reference which company or the new undertaking of relevant industry's future assess of the cases to reduce the investment risk in the future and increase the probability of success. The main purpose of this analysis can be summarized as following: 1. The case study of the company is based on key ability to make different management tactics analysis that technology is correlated with. 2. In the case study of multi-business, it is analyzed and summarized on the key factors of the successful and unsuccessful cases. 3. Give some suggestions as the reference for the company or the relevant industry's factory to develop new business. In this investigation, the resource basic theory, multi-business motive and key successful factor are used to analyze the small and medium-sized enterprises that can create relevant technology for multi-business management. One precision coating professional manufacturing company is studied and analyzed by its tactics and key successful factor. In the results of this study, one can find that the company keep far from core ability during the process of multi-business operation will cause automatic control parameter lower and external variable larger. It leads the probability parameter of success to be smaller and difficult to master with greater risk. While getting into the new business, it will increase the success probability if one can integrate the upstream and downstream industry chain at the same time. Especially, the company obtains the support of original supplies or main customers with key raw materials and technology will develop the specialization and characteristic to make better profit.

Over the past decades, the development of Taiwan semiconductor industry has been based on the list of scientific and technological power. Early in this process, the required technologies, machines and equipments, most of them rely on the introduction of domestic agents. However, with changes in the industry, market size has become larger, many new agents set up new company to compete authorities of new products agency. Case company is also a trend to follow the ensuing wave of growth, and introduce many IC packaging and testing equipments to many customers throughout all of Taiwan's packaging and testing companies. On IC inspection and handler machines, case company win more than ninety percent market share. With the entire package and testing market maturity, as well as many competitors to join, resulting in agential commission income decreased. At the national policy, the government started to encourage domestic manufacturers to develop and produce equipment to enhance industrial competitiveness. In order to meet the market demand, case company used the original equipment to be modified and carried out the development of new machine. The entire project lasted for two years, although the final outcome did not succeed, but the course of events revealed some clues. It is worth follow-up reference. In this study, a tool for organizational learning - learning history is used for the entire research and analysis. The results of this study found many key factors of R&D development on semiconductor back end automation equipment agent. 1. Agents to develop R&D are among the first to face two different types of business. 2. Agents that attach more importance to short-term interests. 3. The main work culture of agents- business-oriented. 4. The active involvement of executives. 5. The work style of agents is partial bottom-up and form small groups. 6. The rule of man's management style. 7. Emphasis on avoiding conflict and cultural harmony. These key factors are usually associated with the company's culture and management model. In order to develop R&D, agents need to clarify these fundamental issues and a consensus. Looking forward to the results of this study can be helpful for agents of Taiwan semiconductor back end automation equipment.