Since 2003, the density of convenient stores in Taiwan has surpassed it is in Japan and Taiwan has become one of the most competitive regions in the world. The business mode in modern convenient chain stores is established by a standard operating process to duplicate rapidly to form franchise in a short period of time and build up advantage of economies of scale. The advantage will then reduce the overall operating cost to increase the profit. In order to solve the problem of manpower shortage generated from the speeding expansion of stores, joining ¡§franchise¡¨ would become the ideal solution. The core development of known-how for the four major convenient chain stores, 7-ELEVEn, FamilyMart, HiLife, and OK, is based on business mode of franchise chain stores. As of the end of 2008, the total number of four major convenient chain stores has exceeded over nine thousand. The majority of them are franchise stores and the franchise rate reaches 87.5%. Therefore, how to establish a complete staff education training to ensure operating quality and maintain store competitiveness is one of the keys in the business strategy for main franchise branch. This paper uses a certain major convenient franchise store in Taiwan as the target, and focuses on the effectiveness on critical success factors of staff education and training in the convenient franchise store. This paper adopts AHP (Analytic Hierarchy Process), exploring from the reference and an interview in depth with company supervisors from the case to conclude five evaluation indicators of critical success factors and twenty-six success factors to create AHP questionnaires. Then, twenty-five senior store supervisors and franchise store managers were required to process questionnaire interview and select the critical success factors. The three top evaluation indicator of critical success factors in second layer of structure of the staff education and training in convenient franchise stores in order are: (1) staff attitude; (2) reward and punishment measures; and (3) training course planning. The top five critical success factors in the third layer of structure are: (1) the degree of learning requirement for part-time staff required by store manager; (2) vivid and lively teaching method; (3) degree of store learning atmosphere; (4) connection between learning effectiveness and franchise renewal; and (5) acceptance of store manager towards education training.

Abstract ¡§Leasing¡¨ is a product of credit transaction with a long history, morn than 5000 years, according to the historical record. In recent years, the leasing industry started from the Industrial Revolution in 18th Century and due to its unique function such as specific investment, margin lending, sales promotion and assets management, it has already become one of the important category under the financing industry. Taiwan¡¦s leasing industry can be traced back to the beginning of 1970s and the fastest growing period was happened from 1978 to 1983. Over those years, more than 90 leasing companies were existed; however, due to the influence of the economy depression, people¡¦s willingness to invest became less and less and finally the corporate business achievement turned out to be negative for several years. At present, the number of the members goes down to 13 and obviously, the leasing company is largely affected by the depression of the outer prosperities. In recent years, because of the influence of the State¡¦s subprime mortgage, financial tsunami has become more and more serious around the world; therefore, the worldly financial institutions, enterprises and even the countries are now facing the results of the unprecedented managing risks. Leasing industry is categorized as one of the affiliated service industry of financial industry; most of its funding comes from the financial institutions and money markets which belong to the business of high degrees of operating and financial leverage. Under the impacts of the current financial tsunami, the financial industry itself has the phenomenon of not owning enough floating capital and so does the leasing industry; in the meanwhile, the financial industry needs to encounter the degenerating quality of the payment due to the results of those bankrupt companies. In consequence, the leasing industry is also coming across a hard time that accompanies with the financial crisis. This research starts from the basic knowledge of the Resource-Based View and continues to discuss how to make the best use of the limited resources and capabilities to manage a successful management under the highly competitive financial environment. Case studies will be applied in this research, especially the analysis of Company C. Industry investigation will be proceeded first to further understand the company¡¦s self-owned resources and capabilities and then to notice the advantages, the opportunities and the threats of the industry. After these steps, professional interviews and the analysis of the documents will be studied to sort out the following key factors to make the leasing industry successful. 1. Owning the ability of credit management, strengthening the quality of the products and maintaining the stable profit-making. 2. Creating the diversity of the resources of the capital. 3. Owning strong sales team and distribution channels to have a larger market share to create the values of marketing. 4. Owning a clear enterprise position and developing strategies. 5. Owning an internationalized marketing ability. Key Words¡GLeasing , Key Success Factor¡]KSF¡^, Resource-based View¡]RBV¡^, Competitive Advantage.

In this work, the market penetrating strategies of Chinese telecom equipment manufacturer in an emerging market was studied by using the methodology of case study with the sales cases in Taiwan. A five force model and key success factors were used to analyze the competition models and strategic logics in a Chinese telecom equipment manufacturer, Company H. The results from this work shows that the new Chinese telecom equipment manufacturer has abandoned the price leading competition strategy and shifted to integrated business strategies based on high technology, professional service, and flexibility in order to develop the market rapidly. Meanwhile, she was able to better manage the penetrating timing and expand the market share; therefore, her market share is gradually increased to the similar level of major leading telecom equipment manufacturers. As the time passes and technology evolution, the Chinese telecom equipment manufacturer will be able to become a major player by expanding the market share.

<p>Every modern organization relies on information systems and has a need formeasuring the performance of those systems and the IT department. It is furthermorewanted to be able to compare oneself to others. Municipalities struggle with theabsence of an instrument designed for their specific needs and circumstances becausemost instruments are designed for profit organizations, focus heavily on technical andeconomical criteria and do not involve criteria that are easy to compare. In this projectthe success factor analysis, a performance measurement instrument, is selected,modified and finally applied in two Swedish municipalities to investigate thesignificance of this instrument and its ability to identify significant factors of success.With interpreting the data gathered using on-line surveys, similarities and comparablecriteria as well as eight significant factors could be identified that are genericthroughout all surveys done.</p>

<p>As a means of addressing the failure rate of information systems Aggestam (2001) proposes a framework which aims to guide organisations in the development of this type of software system. Software is a common concept today and can therefore be anticipated in contexts other than organisations. Examples of such contexts can be given as: embedded software, scientific software and personal computer software. The literature informs that 20% of these software projects are failures and 46% experience cost and schedule overruns. In an attempt to address this failure rate the aim of this report will be to investigate if the framework proposed by Aggestam (2001) can also be applied in this type of software project.</p><p>Through a comprehensive literature study success factors pertaining to software projects where an organisational information system has not been built have been identified. These factors have then provided the foundation for a deeper interview study. It has been shown that the framework displays promising potential for use in this type of software project. A stable groundwork has also been laid for continued research in this area.</p>

This research studies the relationship between car manufacturers (CM) and third party logistics providers (TPLP), also known as the logistics partnership, in the outbound delivery channel in the Malaysian automotive industry. It focuses specifically on the dyad perspective, and demonstrates that several critical success factors are required for a successful relationship between these two parties. Five such factors emanate from the operational dimension and eight from the relational dimension. The five operational factors are: logistics service performance, investment, information sharing, information technology and communication, and price of the logistics service; and the eight relational factors are: trust, commitment, power, conflict, dependency, co-operation, informal activity, and understanding. The study also reveals that five outcomes are identified that benefit both the CM and the TPLP as a result of the win-win situation accruing to both parties. These are: renewal of the contract, company profitability, improved logistics service performance, knowledge transfer, and company branding. Such benefits enhance the supply chain relationship, and knowledge of these advantages improves current TPLP theory by deepening the understanding of how logistics partnership can succeed. In order to obtain rich data concerning the CM-TPLP relationship, the researcher adopted a different methodology from that used by previous scholars, who have concentrated on quantitative techniques. In this study, multiple case studies (seven in total) in one industry, the automotive industry, in the non-western context of Malaysia, were conducted. Three main steps in the case study protocol were followed. The first involved a review of the literature pertaining to the themes that required further exploration, together with the development of the interview questions. In the second step, data were collected using semi-structured interviews, observations, document reviews, photographs and also archival records. Qualitative content analysis was used to analyse the qualitative data. The third stage involved exploring the data until it was found that nothing new was emerging from the interviews, and hence theoretical saturation had occurred. At this point the factors in question were confirmed, and the initial model revised. Additionally, confidentiality was maintained in all respects to protect the participating organisations and individuals. The findings contribute to the understanding of the CM-TPLP relationship which enhance supply chain relationship and TPLP theory, since they shed light on the operational and relational factors in one specific industry, from a dyadic perspective, and in a non-Western context, thereby adding new dimensions to the existing body of knowledge in this field. The findings benefit practitioners via the novel LPS (logistics partnership success) model generated by the researcher. This indicates the key contributory factors to the CM-TPLP relationship success. Moreover, the study may have the capacity to generalise to other culturally-similar environments.

A startup is a fledgling business designed to deliver a new product or service under conditions of extreme uncertainty. In the 21st century, startups have been growing significantly both in developed and developing countries. Since2014, startups are currently a new booming phenomenon in Indonesia. Nowadays, there are 1,716 registered startups that have been rapidly growing in Indonesia which also places the country in 4th place worldwide after theUnited States, India, and the United Kingdom. Startups in Indonesia were forecasted to grow significantly due to a strong macroeconomic outlook and favorable demographics. This research is a qualitative study to provide an academic literature for Indonesian startups, especially for agile software development. Regarding the high failure rate for startups, the purpose of this study is to explore the perceived success factors of Indonesian agile development startups. It also covers the adoption of implementing agile project management. This study was conducted through interviews from 20 participants within various IT-related startups in Indonesia. The implementation of agile methodologies has been broadly found in software development projects in Indonesian startups with Scrum as the common agile practice. Most of them have been using agile methods for less than a year. Contrarily, a minority of the participants refused to use agile methodologies and chose a traditional way, such as the waterfall method. It has been investigated that there are six perceived critical success factors that were found in implementing agile methodologies, as follows: project definition process, management commitment, project schedule, team environment, team capability, and delivery strategy. In addition, there is a positive correlation between those critical success factors with previous studies and startup characteristics.

Software development work undertaken by virtual teams dispersed across time, space, and organizational boundaries is referred as Global Software Development (GSD) with emphasis on “globalization”. In GSD, teams within same organization (off-shore) or different organizations (outsource) from multiple geographic locations are involved. GSD is becoming a norm and more software projects are undertaken in GSD setting due to the benefits associated with it. However, there remain many challenges that can adversely affect the ability to realize those benefits. One of the challenges is to overcome the problems faced during integration of the functional components developed by different teams at different geographic locations. Incompatibilities and hidden issues surface during functional components integration which is very costly to fix at this stage and can lead to delay, lower product quality or even failure of a GSD project. In this regard, this study investigates integration problems that occurred due to different reasons during different phases/stages of GSD, along with successful integration practices with their relative importance. The study produces lists of failure and success factors, and then further prioritized that failure and success factors lists through Delphi experts. Failure and success factors present an extensive knowledge of integration problems and practical solutions. In addition, their relative importance highlights the severity and importance of each failure and success factor. The results of this study not only help to understand integration issues and solution, but provide a platform to develop a solid strategy at early stage of GSD.

As a means of addressing the failure rate of information systems Aggestam (2001) proposes a framework which aims to guide organisations in the development of this type of software system. Software is a common concept today and can therefore be anticipated in contexts other than organisations. Examples of such contexts can be given as: embedded software, scientific software and personal computer software. The literature informs that 20% of these software projects are failures and 46% experience cost and schedule overruns. In an attempt to address this failure rate the aim of this report will be to investigate if the framework proposed by Aggestam (2001) can also be applied in this type of software project. Through a comprehensive literature study success factors pertaining to software projects where an organisational information system has not been built have been identified. These factors have then provided the foundation for a deeper interview study. It has been shown that the framework displays promising potential for use in this type of software project. A stable groundwork has also been laid for continued research in this area.

Every modern organization relies on information systems and has a need formeasuring the performance of those systems and the IT department. It is furthermorewanted to be able to compare oneself to others. Municipalities struggle with theabsence of an instrument designed for their specific needs and circumstances becausemost instruments are designed for profit organizations, focus heavily on technical andeconomical criteria and do not involve criteria that are easy to compare. In this projectthe success factor analysis, a performance measurement instrument, is selected,modified and finally applied in two Swedish municipalities to investigate thesignificance of this instrument and its ability to identify significant factors of success.With interpreting the data gathered using on-line surveys, similarities and comparablecriteria as well as eight significant factors could be identified that are genericthroughout all surveys done.