With the emergence of biotechnology, the time for drug discovery becomes shorter. In order to obtain the technology they are short of, the pharmaceutical companies choose to forge an alliance with biotech companies. The benefit that the biotech companies get from the alliances is the R&D funds. Therefore the strategic alliaces are formed in the industry very frequently. This thesis uses value activities and equity structures to divide strategic alliance into several types.Through case studies, the thesis sees if there is any difference in the alliances forged by the biotechpharmaceutical firms during different periods and if the financial structure of those firms changes. Millennium Pharmaceuticals and Chiron are two biotech companies being discussed. The pharmaceutical companies chosen are Merck and Eli Lilly. Through the case studies of those above-mentioned firms, the conclusions are as following: 1. The methods for biotech and pharmaceutical firms to cooperate can be divided into two types. One is the pharmaceutical firms offer the greater part of the funds needed during the agreement period; the other is the biotech firms pay the pharmaceutical firms the upfront fees and the milestone fees. 2. Companies gain the most profits from the manufacturing and marketing part of the value chain. Many biotech firms move downstream into this area after gaining adequate sizes. 3. In order to improve the profit abilities, the biotech companies using alliances to get the experience of manufacturing and marketing. 4. The R&D / operating revenues ratio of biotech companies is higher than the one of pharmaceutical companies. So the biotech firms have lower profit margins and ROA. However, the investors anticipate that biotech companies have better profit ability in the future. 5. The revenue growth rate of biotech companies is higher. 6. The pharmaceutical companies are better-organized and have strategies to manage alliances. 7. The pharmaceutical firms decide which stage to forge alliances according to the status of companies¡¦ pipeline. 8. The biotech and pharmaceutical firms have to focus their resources on specific areas to maintain the ability to gain profits 9. It seems that the biotech companies gains more potential benefits from alliances.

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Japan's economy is declining since the impact of the economic ¡§foam¡¨ in the 1990s. Besides, under the double blow of Asian financial storm many enterprises go bankrupt, reforming happens frequently day by day within the territory of Japan. Japanese steel industry does not make an exception. In order to increase the occupation rate of market in the industry or for the goal of long-lasting operation, the actions of merger and alliance among the steel factories are prevailing. According to the positive attitude of the steel blast furnace factories to deal with this sitution they established their own trading department one after another. Make the demands of trading, information and finance services provided by the trading companies who live by the steel blast furnance factories go down, it force the companies to adopt the action of cooperation or merger to prevent disappearing in the industry. This study utilizes the case study approach to deduce the management model of the merged enterprises and induce with the phenomenon. According to the secondary and case interview materials collected to proceed an exploratory qualitative research. Case study aims the new established company composed of the isolated steel departments of Itochu and Marubeni with equal stakes. Probes into its tactics goal, merger motive, merger process related to the operation performance and try to establish a management model of merger. This study found that the direction and method of decision while carrying out merger originally, and the unique national and corporate culture in this case improve to reach the anticipated synergy achievement on the initial stage of merger. And provide suggestions and references to companies which intend to merge with similar culture and background.

A Study On the Strategy of Semiconduuctor Probe Card Industry ¡V The Case of L Corportation Abstract Probe card is a kind of electronic consumption material that used in the machines of semiconductor packaging factories. For the growth of semiconductor industries of Taiwan, production capacity has been expanded in packaging manufacturers together with the requirement of probe card. Most of probe cards are imported before year 1990; but recently years, USA and Japan probe card manufacturers transferred production technique and production line to Taiwan and then Taiwan have the ability to produce the probe cards and also cooperate with other vendors in the ways of strategic alliance and technical transferring. Gradually, short lead time and in time customer service are becoming the most important items within this field. The example company L is especially analyze via Porter¡¦s SWOT for research the strategic method and find out the competition within this field, which base on quality, lead time, service and customer service, and etc. The consultation and the suggestions are as below: 1. Best quality: One of the most important items that customers concern about, and much more important than the price of the probe cards, sample company should have to strength on the administrative structure to meet the customers¡¦ requirements. 2. Variation of products Vertical probe card is the benefit based market much more than epoxy ones, high gross profit, and the competitive companies are just 2-3 ones, if the sample company can develop and get advanced within, he will be expand much in possession of markets with his high quality of products. ii 3. Focusing on key customers With the focusing on 3-5 customers with high level products and mass production, the sample company will get the stable orders with the important selling and service. 4. Customers Relationship Management (CRM) We found it¡¦s very important for this field to count on the service after selling; therefore, it¡¦s very important to do well in Customers Relationship Management (CRM) The researches above are the suggestions for sample company and only with right strategy, it¡¦s possible for him to stand one seat in this field. Key words: semiconductor, packaging factories, probe card, strategic alliance, SWOT

Abstract Taiwan Synthetic Resin industry filed, undergoing fifty hard years, this is a mature industry and most of companies have been built up a certain scale of production. Since 1997 the China government combined economic reform with open policy to create a rapid economy growth. With the appeal of market superiority rising and low production cost, truly attracts many inverters enter the target market. Under such strong market competitive, some of Taiwan Synthetic Resin companies have successfully transferred into a high-tech industrial territory, some of companies were standing on their original basis to improve its competition ability. Hence, there is obviously difference of the final business performance in between them. This thesis is based on the case study for Q company, engaged in manufacturing Synthetic Resin related products. The research methodologies take various theoretical analyses such as the ¡§Value Chain¡¨ model of Michael Porter and ¡§Strategic Alliance¡¨ to investigate the business strategy of those listed companies and OTC of Taiwan Synthetic Resin industry. Hope this research should provide useful information about the related strategic usage and future development of the Synthetic Resin industry. The key points of finding in this study may be summarized as under: 1) The technical resource of Taiwan Synthetic Resin industry is mainly demanded on technical alliance and the R&D capability is still under developing. 2) The rapid economic growth and development of the Mainland China caused more difficult environment for Taiwan company future development in the business transformation strategy. 3) The enterprise resource is key success factor in achieving competitive advantages in operation, technology and marketing in the industry field. Key words: Synthetic Resin¡BValue Chain¡BStrategic Alliance¡BBusiness transformation

This research, based on the perspective of dynamic resources-based view, probes into strategies taken by the six local newspapers (the China Times, the United Daily News, the Liberty Times, the Apple Daily, the Commercial Times and the Economic Times) to response to the challenges in an ever-changing environment. They continuously review the established resources and deficiencies of the organizations and try to seek strategic alliances for complementarity and cooperation to create competitive advantages. This study adopts the methodology of case study. The researcher conducts in-depth interviews to gather firsthand information from the six newspapers and add up some related literature to process secondhand analysis. The result shows strategic alliance is not a stiff relationship but a dynamic process that continuously adjusts to factors such as the environment, the organizational life circle and the competitive strategies. Corporate view points about resources, that is advantageous competitiveness, is by the same token never static. On the contrary, companies will keep modifying and deploying resources to maintain the competitive advantages or to create new advantages. Strategic alliance is one of the critical means through which an enterprise can acquire resources and create satisfactory results at the same time.

Interfirm collaboration has long been deemed as a fast strategy to obtain organizational competitiveness. The ability of organizations to obtain information from and disseminate knowledge signifies the importance of whether a firm can achieve knowledge creation among the networked firms and firms therefore can gain competitive advantages. The research was conducted using a qualitative approach; case details were collected from firms involving international strategic alliance. The research aims to investigate the influences of boundary spanners, information technology and corporate cultures on organizational competitiveness in strategic alliances. Findings reveal that boundary spanners, cultural issues and information technology are positively related to organizational competitiveness.

In recent years, firms' environment is more and more competitive. If they always use the same strategy, it is not easy to get success. By case study, I will try to find different other places. Also using "Resource-Based Theory", it finds company's major capability, resource and future. Offer to make a decision when firms use strategic alliances.

Abstract As we know, Taiwan¡¦s software and system application industries are facing severe challenge and great impact under current worldwide crisis and depression. However, the know-how IC design companies became main supporters of Taiwan IC industry already. In view of this, those high-tech IC design houses must surpass others in their organization and management. This research report tried to summarize those deeds to benefit others. The sponsors of this research are Etrend Electronics and Himax Technologies, which based on Tainan Science Park. Entrend Electronics is focus on DSP IC design, and Himax is producer of TFT-LCD component.This study will separate three sub-reports to describe following subjects: company¡¦s organization, company¡¦s goal and strategy, and core technology and product development. Besides,this study will also discuss the difference between those two companies from two points of view: why setup IC design house and the variance of technical strategy. This study reveals following new discoveries: 1. the sponsors are new tech followers, 2. The sponsors gain new tech via internal R/D, 3. Parent company or business group is userful for acquiring technology, 4. Patent is a way to protect core technology, but it is not best way, 5. HR will effect technical organization, 6. Quick market¡¦s occupation and product variance are company¡¦s product strategy, 7. No sponsors emphasize knowledge management. Finally, based on the research findings, this study proposes conclusions and suggestions for managers or entrepreneurs in the directions of strategy planning and decision-making.

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