This thesis concerns the acquisition of newly developed production equipment in factories. Types of Manufacturing Technology Acquisition (MTA) can range from in-house development through to outright purchase from a supplier. MTA projects often fail because the new equipment fails to perform well enough or the expected financial benefits are not achieved. The purpose of this research has been to find out how to select the right manufacturing technology acquisition projects, and having chosen them, how to make them successful. Very little guidance on this subject was found in the literature. Therefore the approach taken was to adapt techniques widely used in the much more deeply researched field of New Product Development (NPD). The Success Factor method was applied by conducting interviews with managers in a number of factories to develop lists of factors thought to affect success or failure in their MTA projects. The Portfolio method from NPD was adapted to the case of managing a total MT'A budget, and developed through its use in three annual cycles of equipment acquisition in the researcher's Company. A formula for Expected Commercial Value in NPD was modified to become Expected Manufacturing Benefit, and tried out in practice. An important consideration in manufacturing equipment projects was discovered to be the replication of projects which had proved successful, and ways to incorporate this factor into the project selection procedure were developed. A detailed case study of a single project was carried out, which verified the validity of the findings at the level of a single project. This case study also revealed the considerable impact that corporate strategic events can have on technology acquisitions. This led to a case study on corporate strategy in the Company being carried out. Finally the findings were brought together to present a complete model for managing MTA.

The study examines the critical success factors(CSF) of Operating Performance for the listed electronic companies in Taiwan. The listed electronic companies were divided into the higher/lower operating performance groups by financial indexes, then there are three questionnaires designed in order to get a better understanding on recognition of critical success factors and doing of critical success factors by top management. Five dimensions of CSFS are identified¡Gcapability in process and marketing, design and planning, R&D and brand, manufacturing and low-cost, technical support and raw materials support. Using statistical analysis approaches such as factor analysis, t-test, one-way ANOVA¡Athe results of the study as follows¡G 1. There are significant differences on the two dimensions of recognition of critical success factors: design and planning, manufacturing and low-cost, between the higher/lower operating performance firms. According to the recognitions of the higher operating performance firms OEM and ODM are key points for critical success factors. 2. There are significant differences on the three dimensions of doing of critical success factors¡Gprocess and marketing, design and planning, R&D and brand between the higher/lower operating performance firms. The higher operating performance firms focus on add-value field (process and marketing, design and planning, R&D and brand). The higher operating performance firms take risk of marketing and R&D than those of the lower operating performance firms, therefore the higher operating performance firms get better performances. 3 (1) Comparing recognition of critical success factors with doing of critical success factors, the study find two dimensions of process and marketing, design and planning are significant differences for all of firms. In other words they should make improvements of two dimensions to keep up with the lead firms all over the world. (2) The higher operating performance firms should establish independent technique capability to avert the foreign firms from technique control. (3) The lower operating performance firms should focus on capability of R&D and brand. but, in fact, there is no strong evidence that the paradigm of the listed electronic companies in Taiwan.

Key Success Factors of Innovative Agriculture in Taiwan Abstract The traditional agriculture in Taiwan has a pressing need for transformation and innovation in the age of knowledge economy and economic globalization. Innovation is the core value of knowledge economy. Knowledge in itself is exclusive of all value judgment. Therefore, adding value through knowledge transfer to the product development processes can be achieved by means of new perspectives and points of view for business sustainability. The purpose of this study was to identify the key success factors (KSF) of successful promoters of innovative agriculture in the process of transformation and innovation. Three leading manufacturers of innovative agricultural products were chosen for in-depth interviews to collect specially needed data. Based on the characteristics of agricultural industry, the four dimensions of ¡§leadership quality¡¨, ¡§market strategy¡¨, ¡§product strategy¡¨, and ¡§management strategy¡¨ are used as a measure of the index of KSFs. The results show that the KSFs on the dimension of leadership quality are ¡§entrepreneurial spirit¡¨, ¡§leadership ability and foresight¡¨, ¡§cross-enterprise thinking¡¨, ¡§enterprise knowledge¡¨, and ¡§enthusiasm to help others¡¨. The KSFs on the dimension of market strategy are ¡§the ability to open up new markets¡¨, ¡§brand image¡¨, and ¡§market orientation¡¨. The KSFs on the dimension of product strategy are ¡§R&D and innovation¡¨, ¡§value-added agricultural products¡¨, ¡§product quality¡¨, and ¡§traceability system¡¨. The KSFs on the dimension of management strategy are ¡§size of business¡¨, ¡§integration¡¨, ¡§social assessment¡¨, ¡§product flow management¡¨, and ¡§core value¡¨. And finally, make recommendations to agricultural operators for moving forward with ongoing change in the economic environment. Key words: Innovative Agriculture, Key Success Factor, Knowledge Economy

ABSTRACT The Air Force 2nd Logistic Commander of R.O.C. has officially assigned Hang Hsiang etc., four strategic linking companies for operation on Nov. 1,2005. This study has applied the Balanced Scorecard provided by Robert S. Kaplan & David P. Norton of the American strategic agement masters on finance, customers, internal operation flow, and growth and learning four management levels as the major research framework. Then through the interviews by experts and with reference to related recorded documents to draw the target items of the strategy maps; also, to apply questionnaire investigation to analyze the key success factors of double-winning,hoping to find out the key factors that influence the double-winning of the contractor and the military department.The main results from this study are: 1.The military department has been short of contract management personnel on the past, while private business operation must have a team of qualified contract management personnel to fulfill the duty of execution and supervision of the contract, therefore, it requires great deal of training of the personnel with such expertise so that the manufacturers can execute their jobs exactly based on the contract regulations and in coordination with the War Defense demand of the National Army. 2.To strengthen up the supervision and assessment system according to the contract regulations to make sure the maintenance quality so as to develop the overall efficiency. 3. The biggest problem the manufacturers is facing now is the difficulty to establishing material items preparation system, which seriously affect the duration of the maintenance term and the maintenance quality,therefore, the manufacturers shall actively seek the technical cooperation or authorization for maintenance with the original foreign manufacturers, also, they shall actively develop the source of the domestic and overseas business. 4. To set up the learning type organization, to strengthen up employees¡¦ professional technical ability, and to cultivate them to become trained and high morale work team. 5. There is an unlimited business opportunity on domestic military plane, the four strategic linking companies shall strengthen up their mutual cooperation and capability integration and upgrade the domestic aerospace industry standard so as to step into the international domain through the execution of the contract.

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 research question is formulated as “what are the key success factors making a mobile game become a big success in China? ” to view the key success factors behind new launched mobile games and how company’s business model and marketing strategy that bring them into and help them succeed in the China market.   A qualitative method with the deductive approach has been using in this paper to be able to answer and interpret the studied questions. Four in-depth interviews were conducted to collect the primary data, which have been following as the purpose is to do a cross-case analysis to identify the similarities and difference of each company behave their business model and marketing strategy, to contribute game success in China market.   The main factors contributing to the success of mobile game in China market including internally strategic factors and externally tactic factors. Technical skill and resource, R&D ability and market knowledge and experience as the internal key success factors behind mobile game success in China. The mobile game companies use localization, wide distribution channel collaboration and social integration to suit the market needs and requirements.   From the results of the study have been identified to as to how is the business model for the China mobile game market. Through collaborating with abroad local distribution channel can increase their knowledge capacity of the local market to create a better value proposition. In China mobile game market, social integration and cross promotion can be seen as very important and through collaborating firms can work around these factors and create, capture and deliver better value to the customers.

Buildings consume 40 % of Europe’s total energy consumption and causes 33 % of the CO2 emissions. (Pol and Lippert, 2010) Existing old buildings, especially those constructed with limited energy standards before 1960, are in need of refurbishment and energy efficiency. (Economidou, 2011) The thesis is a part of the EU project GrowSmarter, where smart solutions for sustainable cities are to be implemented in the lighthouse cities Stockholm, Cologne and Barcelona. (European Commission, 2014) The purpose of this thesis is to look into the experiences, success factors and barriers from the CONCERTO initiative, BEEM-UP project and EPC model, focusing on energy efficient refurbishment. The intent is that e.g. authorities, municipalities, companies and building owners, who are planning on performing energy efficient refurbishment measures, can access identified success factors and barriers in previous projects of different scale and methods. The conclusions of this study are that the communication and cooperation between stakeholders in a project, knowledge transfer and training of installers are important factors for successful projects. Information and involvement of tenants facilitates work execution, improves results after refurbishment and increases energy knowledge and awareness. The data quantity and quality is another influencing factor on building performance and the difference between calculated and measured energy savings. Stakeholder approach, energy performance regulations, ownership structure and financial status/possibilities for the building owner can affect project results. / GrowSmarter

Abstract Cancer has been a big issue in the medical science. Many scientists in the world have been trying so hard to find the effective drugs or therapies for different kinds of cancers. However, cancer is till so hard to cure. Until these days targeted therapies show up and give cancer patient a new hope to cure cancer. Targeted therapies are drugs which can block the growth and spread of cancer by interfering with specific molecules involved in tumor growth and progression. By focusing on molecular and cellular changes that are specific to cancer, targeted therapies are more effective than other types of treatment, including chemotherapy and radiotherapy, and less harmful to normal cells. Targeted therapies have been known by reducing side effects and improving quality life as well. Therefore, many drug manufactures have been investing money on investigating targeted therapies. Target therapy market is rapidly expending, and the competition among the drug manufactures has been more and fiercer. The key or critical success factors to the business of target cancer drugs are the most important issue for the drug manufactures to get the most profit from target drugs. The key success factors can be analyzed by sell strategy, research, development strategy, price strategy and government policy. This paper is trying to find the key success factors for business of target cancer drugs by deep interviewing the top sells managers in the industry and the top doctors in the hospital. Then these interview contents are analyzed by SWOT (strength, weakness, opportunity and threat) to find the key success factors for business of target cancer drugs. With these key success factors, hopefully it can help the drug manufactures make good business on target cancer drug market. Keywords: target drug, target therapy, key success factor, critical success factor, SWOT, deep interview.

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Computer products ¡ACommunication products¡Aand Consumer Electronics products are the three main categories of 3C industry . With the trends of technology innovation, consumer¡¦s preference changes, and price¡¦s fluctuation, 3C products now tend to get slimmer, smaller, more easily portable, delicate, and fashionable. Moreover, advanced functions and environmental protection are also the important topics that 3C industry is facing. Accordingly, The housing parts of 3C products need to match up every inch with the above. This study focuses on the key success factors of technology innovation process of 3C housing case industry. In order to verify and refine the fist outcomes of AHP (Analytic Hierarchy Process) analysis, this study did the second AHP analysis and adopts the second outcomes as the conclusion. They are as follows: 1. These are the priorities of the four factors on the second layer: ¡§Technology Innovation Strategy¡¨ goes first, ¡§Organizational System and Culture¡¨ second, ¡§Source of Technology Innovation¡¨ third, and ¡§Investment of Technology Innovation¡¨ last. 2. The top 5 priorities of the sixteen criteria on the third layer are the below: ¡§Active Interaction with Customer¡¦s Needs¡¨ goes first, ¡§R&D Expenditures¡¦ Proportion of Sales¡¨ second, ¡§Patent Technology of Self ¡VResearch and Innovation¡¨ third, ¡§Organizational Culture of Good Communication and Flexible System¡¨ fourth, and ¡§Periodical Participation in International Technological Merchandise Fair¡¨ fifth.