ABSTRACT Over the past 40 years, the economic development has enabled our country to shift from an agriculture-based society to an industry & commerce-based one. In recent years, we have even been ranked one of leading countries involved in external trade. Of the island-type economy, our country highly relies on import to provide the goods which we fail to produce or afford. To ensure our security, maintain the economic order and public interest, and be in line with international trade norms, the government often formulates a variety of measures to control the people¡¦s economic activities. As the enforcement of control strategy narrows the imported goods, the smuggling becomes an access to seeking the substantial profit. That gives rise to more and more rampant smuggling in our country. In response to the economic development, social pattern, market needs and entry into WTO, we have sharply changed both customs policy and tariff rate structure. Moreover, large quantities of articles smuggled are transformed from the past foods, Chinese herbal medicines, textiles and cosmetics to nowaday wine & tobaccos, agricultural products, high-tech products, poisons and weapons, and the way of smuggling, from crew member to container and fishing boat. The act of smuggling constitutes economic crime, which is the part of underground economic activities. The activity of smuggling disrupts the domestic order of economy, destroys the governmental policy of control and influences the income of tariff. The smuggling of poisons and weapons even endangers the people¡¦s health, social safety and national security. The damage resulting from smuggling crime is far more serious than other criminality. Thus, it is the most urgent to analyze the factors contributing to smuggling and further put forth the management strategy for the government¡¦s reference. In this study, I first gather the major cases of smugglers arrested over the past years, then make use of the approaches such as documentary analysis, deep interview and empirical analysis to analyze the factors contributing to smuggling and next focus upon the factors to explore the management strategy of smuggling and submit the proposal. The results of research reveals that the primary factors contributing to smuggling are inclusive of high tax rate structure, the governmental enforcement of control and the existence of underground economic market. In addition, the governmental poor execution and lack of anti-smuggling manpower and equipment enable the smuggling activities to increase. According to the empirical analysis, if the coefficient for the impact of smuggling act happening during the preceding first and second terms on current smuggling act indicates positive, the learning effect of smuggling act occurring during the preceding first and second terms exists but is not so conspicuous. The coefficient of criminal case uncovering rate is negative, meaning if the uncovering rate is high, the smuggling act will reduce but the degree of influence is unconspicuous. Furthermore, the coefficient for the impact of police administration expenses incurred during the preceding first, second and fourth terms on the current expense is positive, signifying the learning effect of police administration expense exists but is conspicuous for the preceding first term with the coefficient of over 5%. The coefficient of average real income per capita is positive but unconspicuous. That signifies police administration expense is affected by income as well but the degree of influence is unconspicuous. Research comes to the conclusion that the government should measure the domestic productivity and market needs to moderately lift the ban on more smuggled goods or lower tax rate and work out rent seeking problem arising from control or high tax rate through the economic means. Besides, the government should list the budget for arresting smugglers to strengthen educational training for anti-smuggling personnel, improve anti-smuggling equipment, properly amend the statutes to heighten the penalty of smuggling crime, map out the measures for arresting smugglers, apply the strategic management model to strategic planning, strategic implementation, strategic assessment, strategic review and amendment in order to exert the anti-smuggling effect to a great extent and restrain the act of smuggling.

There is a significant relationship between strategy management and business performance of an enterprise. An enterprise can gain superior performance when it maintains competitive advantage. The essentiality of strategic management is to assist an enterprise to build up and maintain competitive advantage. Strategic management contains a serial of planned actions and decisions, it helps organization to achieve strategic competitiveness, maintain its competitive advantage, and gain above-average returns. Strategic management includes four major processes, they are environment scanning, strategy formulation, strategy implementation, and performance measurement and feedback and each of them has significant influence to performance of business. This research is to discuss processes of strategic management and how those processes could influence strategy formulation, management, and implementation and the key success factors of a business via study documents and a company. The purposes of this thesis include: 1. To analyze possible strategic management process that could maintain business competitive advantage and business performance at today¡¦s competitive environment via study related documents and theories. 2. To probe into the application of strategic management on a business via study strategic management process of semiconductor product division of a company. 3. To understand related issues on semiconductor¡¦s strategic management and build up a strategic management process model via study related documents and a company. 4. To provide suggestions to the company also those suggestions can be the reference of domestic¡¦s industries while formulating and implementing strategy and managing business performance and the reference of other researchers. Conclusions of this research: 1. To build up a dynamic strategic management process model. 2. Strategic management has significant influence to business performance. 3. The effectiveness of strategic management is influenced by consistence of strategy and collaboration within organization. 4. It has a positive influence to effectiveness of strategic management on confirming and managing key processes. 5. Strategic leadership has significant influence to business performance. 6. There is a significant relationship between strategy control mechanism¡¦s build up and effectiveness of strategy. Keyword : Strategic management; Business performance; Competitive advantage; Semiconductor

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Strategic management and hospital performances in small and medium hospitals ---- From the viewpoint of Balanced Scorecard---- Abstract: ---------------------------------------------------------------------------------------------- The new era of National Health Insurance has impacted the management of the small and medium hospitals significantly. For the purpose of survival and maintaining good performance, the small and medium hospitals need to adopt a suitable strategic manage ment. The published literatures in the hospital performance are numerous but with more focus in the field of public and larger hospitals, very few of them discussed about the smaller hospitals. Previously ,the measurement of hospital performance has been mainly based on the financial guideline. In this work , we investigated the relationship between strategic management and hospital performance in the different scaled small and medium hospitals using the viewpoint of Balanced Scorecard(BSC). The purposes of this study are (1) to classify hospital strategies using the Miles & Snow¡¦s typology, (2) to investigate the effects of the hospital size on hospital strategies, and (3) to examine the relationships between these different strategies and hospital performance. This project was a cross-sectional and non-experimental study with a hospital as the unit of analysis. We used an eleven- items questionnaire (Conant, 1990) to classify hospitals into four different strategic types: prospector, defender, analyzer and reactor. (Miles & Snow,1978). We also used Kaplan & Norton¡¦s Balanced Scorecard to measure the hospital performance, which including 17- item questions for internal business process, innovation and learning, customer as well as financial perspectives. Four hundred and twenty three questionnaires were mailed to the hospital CEOs with 151 were returned, representing a response rate of 35.7%. Factor analysis, Chi-Square test, ANOVA and Scheffe¡¦s test were used for the statistical analysis. The distribution of bed size were 49.7% under 50-beds, 15.2% with 51-100 beds, 11.9% with 101-150 beds, 5.3% with 151-200 beds, 3.3% with 201-250 beds, as well as 14.6% with greater than 250 beds. The results showed that 37.7% of the hospitals were analyzer, followed by defender (26.5%), reactor (24.5%), and prospector (11.3%), respectively. From a factor analysis of 17 items related to the balanced scorecard, we obtained six measures of internal business perspective (£\=0.80), all six items had factor loading above 0.60 and eigenvalues above 1.0 derived from principal components analysis with varimax rotation. Innovation and learning perspective was measured by 5 measures (£\=0.76) with factor loading above 0.60 and eigenvalues greater than 1 . Customer perspective included 4 measures (£\=0.59) with factor loading above 0.50 and eigenvalues greater than 1. In addiction , we obtained two

Strategic management is getting important for performing arts groups. Strategic planning for an organization brings steady and sustainable development for the organization. The researcher has observed Kaohsiung City Chinese Orchestra for a long time, and has found that KCCO is facing challenges in both positioning and development: namely, fund application, personnel hiring and evaluation, marketing strategy, and R&D. The aim of the study is to find an efficient management strategy for the Orchestra. This research is based on strategic management, with Hofer and Schendel strategic management level being main structure, merging Nutt and Backoff, Wright, Kroll and Parnell and Robbins and DeCenzo strategic management steps, adding Porter's Five Competitive Forces analysis in the external environment scans, and combining SiTu DaXian's analytical elements in corporate look. The researcher tries to analyze KCCO¡¦s management mode by doing action research and implementing strategic action self-criticism and assessment. The researcher hopes to develop a long-term strategy and find the most favorable operational mode for KCCO. There are three parts in this study: (1) Understanding the purpose of the establishment of KCCO (2) Conducting an internal and external environment scan to identify challenges (3) Planning strategic actions according to strategic issues, suggesting strategic directions and actions, and assessing the effects. This study uses the method of interviewing, participant observation, and analyzing KCCO¡¦s documents. This research, a case study, analyzes KCCO¡¦s operation mode and finds the problems. The researcher uses operable research strategies to do action research and designs interview materials and questionnaires, then analyzes random sampling questionnaires. Finally the conclusion is proved through triangulation. This thesis has five chapters. Chapter One is the introduction, which includes research background, research motivation, research objective, theory structure, research contribution and chapter outline. This chapter explains the backgrounds of Taiwan¡¦s professional Chinese classical orchestras so that we may better understand the orchestras¡¦ development. Chapter Two collects relevant documents and materials of strategic management and sums up research theory and structure. Chapter Three, the research model, includes research problems, research procedures, research field, research object, material collecting, material analysis, and research constraints & limitations. Chapter four elaborates on KCCO¡¦s background and analyzes KCCO¡¦s management present situation in terms of organization framework, source and allocation of funds, program contents, ways of marketing, and R&D. Chapter Five includes strategic directions, issues, execution and assessment, conclusion and suggestions. This research finds that there is room for KCCO¡¦s development in its positioning, funds, professional administration, program designing, brand building, marketing, audience development, extending education, and music reinforcement, all of which will enable KCCO to fulfill its mission: ¡§Get a foothold in Kaohsiung, extend all over Taiwan, and set the eyes on the world.¡¨

<p>In the 1960’s, the Japanese car manufacturer Toyota developed target costing – a management accounting model that reduces the risk of releasing unprofitable products. The method eventually spread to Swedish firms.</p><p>The study starts by summing recent previous research on target costing in Sweden (full description of these studies is available in Appendix I). Looking at this research, it is noted that there is an inconsistency with regards to what principles of target costing are used, and which are not. It is also noted that some firms are claimed to be used target costing and some firms are claimed not to be using it. No study, however, has tried to find an explanation to why some principles are implemented and why some are not. This is also the theoretical contribution of this thesis.</p><p>More specifically, the research problems are therefore: (1) is target costing really implemented in a different way in Sweden as compared to Japan and (2), if so, why are there differences? It is further assumed that ideology could be a good explaining variable for the possible differences in implementation.</p><p>In answering the first question, target costing is firstly described according to well-known books and articles on the subject. Following normative description, a presentation is made how target costing has been employed in Sweden. Secondary data based on three quantative studies is used here. These two descriptions are then contrasted against each other and it is found that target costing is implemented in a different way as compared to normative Japanese literature.</p><p>Next, the second question is answered by constructing a theoretical framework based on ideological- and managerial assumptions of Japan and Sweden, respectively. This framework is then used to try to explain the differences mentioned above. Through the analysis it is observed that the Swedes’ lower priority of financial goal as well as their orientation towards the future are often used to explain the differences. These two aspects are also two of the main differences between Swedish and Japanese ideologies.</p><p>It is therefore concluded that the differences might be explained using ideological assumptions, although there are probably other important factors as well. An implication of the result is that it is questionable whether target costing even will reach popularity in Sweden. Finally, it is also concluded that Likert-scales are not usefil when measuring target costing implementation</p>

The phenomenon of declining industries has been sparsely researched and few scholars have investigated whether firms pursue, or should pursue, growth in industries that are in decline. This study aims to find out if and how firms pursue growth when they perceive the industries in which they operate as experiencing a decline. The study also aims to examine the key factors that influence firm strategy in declining industries. We interviewed managers in firms operating in two declining industries, the Swedish retail fuel industry and the Finnish printing industry.   Our finding is that the studied firms operating in these two industries are aware of the declining state of their industries. However, all of them believe that their respective industries will transform instead of perish. Consequently, these firms pursue growth through various strategies to better position themselves within the changing conditions and declining state of their respective industries. Both internal and external factors influence firm strategy, and the factors were both industry and firm-specific. The firms studied tended to employ strategies based on their perception of their industries. In addition, the strategies were developed to both suit the current and the future industry environment. We label these strategies transformational strategies. We build on this new strategic option and construct a guiding framework that aims to facilitate firms’ strategic decision-making in declining industries.

The aim of this thesis is to identify and suggest strategies for Smiths Aftermarket to enable it to remain a viable business within a shrinking market, which is presented in a case study format. The thesis commences with a discussion of the literature and theoretical concepts relevant to the study, ranging from environmental analyses to the identification, evaluation and implementation of strategies. The theory section concludes with a discussion of the extended marketing mix. Smiths Aftermarket holds the major market share in both the aftermarket air-conditioning and replacement parts business and has many strengths on which it can draw. The evaluation of Smiths Aftermarket revealed that there are certain gaps which have to be closed; a declining gross margin and profitability, an over-reliance on Toyota as a customer, and a need to improve the service provision to the P&A outlets by Smiths Aftermarket and to the fitment centres via Pro-Fit. The evaluation showed that the aftermarket market is not declining as rapidly as expected. Based on the market share of Smiths Aftermarket and the growth rate and attractiveness of the aftermarket industry four possible strategies were identified, of which one was suitable and one was possible. The recommendations given at the end of this thesis are the culmination of the evaluation of Smiths Aftermarket, the identification of strategies and the evaluation of those strategies and are made from a short-term and a mid- to long-term perspective. The short-term recommendations are: Smiths Aftermarket re-evaluates whether or not it should purchase its competitor, Crispair; works closely with Pro-Fit to rectify existing problems; and focuses on its marketing mix to make it more coherent and to generate new business for growth. In the longer term Smiths Aftermarket will have to decide if it wants to remain in the aftermarket business or exit the aftermarket industry. What is clear from the study is that Smiths Aftermarket has to act now to stem the decline in profitability, which will deteriorate further if left unattended. / Thesis (MBA)-University of Natal, Durban, 2003.

This study was concerned with determining and providing recommendations for the possible strategic gaps of Amalahle Maintenance Services. This company is a small to medium enterprise offering maintenances services within the Power Generation industry of Eskom. During the study, an in-depth literature review was done to analyse the 21 st century strategy trends, the impact of these trends on small to medium enterprises such as AMS, the reasons for failures among small to medium enterprises, a comparison of strategy theories appropriate to AMS current situation and a review of maintenance and safety management techniques. This review was performed to determine the importance of strategic management for small to medium enterprises in the new economy. The review also determined the importance of strategic management in the new economy for the survival of companies large and small. A case study research strategy was chosen due to the unknown strategic gaps. The research was both qualitative and exploratory as the study concentrated on finding the possible strategic gaps. A literature review was also performed on the strategic management process in order to develop a framework to determine the current situation faced by the firm and to evaluate the current situation to determine the strategic gaps and also to provide recommendations. The strategic management process developed by Johnson and Scholes (1998) was adapted to determine and provide recommendations concerning the possible strategic gaps. The management process included three categories of strategic analysis, strategic choice and strategic implementation. These three categories were utilised to determine the current strategic analysis, that is, the external and internal environment of AMS, current business level and functional level strategic choices made by the firm, and the current strategic implementation, which included the firm's structure, controls, culture and leadership. The three categories of strategic analysis, strategic choice and strategic implementation were thereafter evaluated to determine the possible strategic gaps. The evaluation process was also broken up into the three strategic management processes. The strategic analysis included the STEEP, industry, competitor, stakeholder, functional capability and resource, and the SWOT analysis techniques. The SWOT analysis technique was also utilised to determine the current strategic options for AMS. The strategic choices made by the firm, together with the strategic options determined by the SWOT analyses were evaluated by the following techniques: SWOT interaction matrix, industry life cycle, positioning, value chain, grand strategy matrix and the grand strategy cluster to determine the possible strategic gaps and provide recommendations for strategic choices. The strategic implementation was evaluated by comparing the theories in Chapter Two to the current situation of the strategic implementation represented in Chapter Three. The evaluation of the strategic implementation determined the strategic gaps between the strategic choices and implementation. The final step included the recommendations for each of the evaluated strategic analysis, strategic choice and strategic implementation categories and their respective subcategories. Since the strategic gaps were unknown it was appropriate to utilise the entire management process as a strategic fault finding tool. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2006.

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