Tesis: "Competitive strategy"

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Majnuš, Ondřej. "Návrh konkurenční strategie společnosti". Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224585.

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The diploma thesis focuses on creation of a corporate competitive strategy of the construction company. It contains strategic analysis of the company, which is based on theoretical knowledge in the thesis. It suggests corporate competitive strategy and its implantation on based set company goals and the strategic analysis.

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2

Matsenko, Olga. "Competitive intelligence". Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-18018.

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Competitive intelligence (CI) helps company to make right strategic decision in uncertain competitive environment. Many companies do different kinds of marketing research, but still have not adopted CI tools yet, especially in those countries where they have just started to implement instruments of free market economy. This could be related to Russian situation. The thesis is organized into three chapters. Competitive intelligence theory is explained in the first chapter. In the second chapter tools and techniques of competitive intelligence are discussed. Here the main tools are explained. Implementation of competitive intelligence tools is explained in third chapter of this thesis. Here we see developing new marketing strategy for restaurant chain by using competitive intelligence tools. 'Rosinter Restaurant Holding' is a leading casual dining chain operator in Russia. The main focus is made on 'Planet Sushi' restaurant chain in Omsk region. In this chapter we see implementation of competitive intelligence tools in marketing department while creating new strategy.

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3

Khan, Haris, Aziz Ahmad, Muhammad JehanZaib Khan y Naveed Khan. "Procurement Strategy supporting Retailer’s Competitive Strategy". Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-12302.

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Summary Business Administration, Business Process & Supply Chain Management, Degree Project (Master), 15 HEC, 4FE06E, Spring 2011 Authors: Haris Khan, Muhammad Jahanzaib Khan, Aziz Ahmad, Naveed Khan. Tutor Petra Andersson. Examiner Helena Forslund. Title Procurement Strategy Supporting Retailer’s Competitive Strategy. Background Due to the intensive competition in retailing, outpacing strategies that offer several competitive advantages are increasingly necessary in order to satisfy consumers. A search of the trade and academic literatures, identified merchandise procurement as one of the key activities retailers use to implement or support retail competitive strategy. The changing industry trends in retailing such as increased competition, increasing size of retailers, shift in power structures, high proportion of cost of goods sold etc have made procurement very critical for a retailer to compete in the market. Research Questions Q: What are the various competitive strategies used by the retail industry in general and the competitive strategies of the case retailers? Q: How do procurement strategies of the case retailers support their specific competitive strategies? Purpose The purpose of this study is to identify competitive strategies used in the retail industry and that of the case companies and investigate if and how the procurement strategy of a retailer supports the implementation of its competitive strategy. Method The empirical data and conclusions drawn from it are based on qualitative case studies carried out in three case retailers ofPakistan. An independent supplier common to all three retailers was also used to collect unbiased information. The information was collected using interviews and questionnaire. The thesis is written from a positivistic perspective with a deductive approach. Conclusion: The conclusions that can be drawn from this study are that primary competitive strategies are price/cost leadership and differentiation, whereas differentiation can be based on several things such as quality, store design, shopping experience etc. The procurement strategies are more relevant and fully support a price leadership strategy than a differentiation strategy. The procurement strategy does support the competitive strategy of a retailer.

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4

Vítů, Vendula. "Rozvoj konkurenceschopnosti společnosti RAMOZ s.r.o". Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224590.

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The master’s thesis concerns with a theme of increasing competitiveness of a foreign exchange company. The theoretical part of the work includes knowledge about competitiveness of the company and service specifications. In the practical part knowledge are applied to a specific company. Based on the analysis of the company and her environment are created proposals for increasing competitiveness of the company.

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Krudenc, Miloš. "Konkurenční strategie firmy". Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2012. http://www.nusl.cz/ntk/nusl-223617.

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The aim of the diploma thesis is a proposal of competitive strategy for the Nanograph, Ltd. Thesis is divided into four main parts. The first of wich deals with assessing the current state of the company and problem detection, the second theoretical base to solve the problem identified. The third part contains the strategic analysis of the company and the fourth section offers a proposal to resolve the problem.

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6

Capibaribe, Dulce Eleonora Moreira. "Competitive strategies business marketing small bakeries in the face of competition - case studies". Universidade Federal do CearÃ, 2008. http://www.teses.ufc.br/tde_busca/arquivo.php?codArquivo=3601.

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The competition today has many faces and it has persuaded all kinds of organizations to prepare for the unknown. To broaden your capacity for quick changes or come up with effective and creative initiatives became imperative. Therefore, the choice of strategy and the making of decisions can implicate in the survival of these companies. Our objective is to propose marketing strategies to be used by small bakeries, with a goal to obtain competitive advantages. We emphasize also the study of the strategies adopted by these companies, the comparison of these companyâs strategic actions with the theories advocated by the referred authors and the evaluation of these actions in accordance with the companyâs positioning. The themes of the theoretical referential that substantiated the field research along with the bakeryâs businessmen and managers are associated to the following thematics: strategy and concepts, competitive advantages, strategic positioning and marketing strategy. The characteristics of the local bakeries and the profile of this sector were themes also studied for the better understanding on the subject. The researched companies are traditional bakeries and are of great economical importance for the region where they are installed. The research allowed us to confirm the unawareness of marketing. It was also verified, that the competition between companies of this sector is very aggressive, and that the companies which adopts marketing strategies do so with competitive advantages in mind. In a general way, it was observed that the elevated growth of the economy makes the changes in strategical behavior of the companies mandatory, which suggests a deeper look in to these questions.
A concorrÃncia hoje se apresenta com mÃltiplas faces e tÃm persuadido todo tipo de organizaÃÃo a se preparar para o desconhecido. Ampliar sua capacidade de mudanÃas rÃpidas ou para tomar iniciativas criativas e eficazes se tornou imperativo. Diante disto, a escolha de estratÃgias e as tomadas de decisÃes podem implicar na sobrevivÃncia destas empresas. Temos como objetivo propor estratÃgias de marketing a serem utilizadas por empresas panificadoras de pequeno porte, com a finalidade de obter vantagens competitivas. Enfatizamos tambÃm o estudo das estratÃgias adotadas pelas empresas em questÃo, a comparaÃÃo das aÃÃes estratÃgicas destas com as teorias preconizadas pelos autores referenciados e a avaliaÃÃo destas aÃÃes de acordo com o posicionamento de cada empresa. Os temas do referencial teÃrico que fundamentaram a pesquisa de campo junto aos empresÃrios e gerentes das panificadoras estÃo associados Ãs seguintes temÃticas: estratÃgias e conceitos, vantagens competitivas, posicionamento estratÃgico e as estratÃgias de marketing. As caracterÃsticas das empresas locais de panificaÃÃo e o perfil do setor de panificaÃÃo, tambÃm foram temas estudados para melhor embasamento sobre o assunto. As empresas pesquisadas sÃo panificadoras tradicionais que representam grande importÃncia econÃmica para a regiÃo onde estÃo instaladas. A pesquisa permitiu constatar o desconhecimento de tÃcnicas de marketing. Verificou-se, tambÃm, que a competiÃÃo entre as empresas do setor Ã bastante acirrada, e que as empresas que adotam as estratÃgias de marketing procuram fazÃ-lo visando vantagens competitivas. De forma geral, observou-se que o elevado crescimento da economia, torna obrigatÃria a mudanÃa de comportamento estratÃgico das empresas o que sugere um aprofundamento destas questÃes.

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Choudhari, Mark D. (Mark David). "The dynamics of competitive strategy". Thesis, Massachusetts Institute of Technology, 1997. http://hdl.handle.net/1721.1/10270.

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Thesis (M. Eng.)--Massachusetts Institute of Technology, Dept. of Electrical Engineering and Computer Science, 1997.
Includes bibliographical references (leaves 67-69).
by Mark D. Choudhari.
M.Eng.

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8

Lindén, Malin y Schalnén Vanja Melin. "Competitive advantagethrough strategic sourcing". Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-19383.

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Titel: Competitive advantage through strategic sourcing: A SME perspective. SME: The size of an enterprise can be measured by its employment, sales, or profit (Tam etal, 2007). Small and medium sized enterprises range between 10 and 250 employees. FiveSwedish SMEs was used for the multi case study. Background: The competitive market situation has created a shift in companies’ strategythinking. Strategies focus increasingly on core activities and business development. Oneeffect of this is that companies choose to outsource activities they don´t consider to be corebusiness (Van Weele, 2010; Thrulogachantar and Zailani, 2011). Purpose: The purpose was to investigate strategic sourcing plans that SMEs can apply toincrease their competitive advantage. Methodology: The research was conducted through a qualitative study with a deductiveapproach. A multi-case study was made on five SMEs in Kronobergslän, Sweden, with twosemi-structured interviews at each company. Result and conclusion: The investigation resulted in a current view of SMEs sourcing andsuitable recommendations for SMEs to direct their purchasing activities to strategic sourcing.The process of implementing a strategic plan for SMEs can be seen as relatively difficult butthere are purchasing activities that can be improved by a strategic thinking. To keep in mind isthat supplier’s performance matter, but it is the resources of suppliers that are the maincompetitive advantage and it is in this area where supplier development and sourcingstrategies should focus. Further research: However further research could investigate strategic sourcing in adifferent approach, both from a supplier and customer perspective

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9

Bowman, Cliff. "Perceptions of competitive strategy : realised strategy, consensus and performance". Thesis, Cranfield University, 1991. http://hdl.handle.net/1826/4051.

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This is a study of managers' perceptions of the strategic priorities in their strategic business unit (SBU). The perceptions managers have of the current competitive strategy of their SBU are used to explore four main research themes. Managers' perceptions are accessed through a brief, standardised questionnaire which contains statements about current strategic priorities. Firstly, the perceptions of managers from the same SBU are used to make inferences about the realised strategy of that business. SBUs in the sample (38) are classified into i3ur realised st:a:egy categories. These are derived from Porter's (1 980) generic strategies. A number of hypotheses concerning the performance implications of these realised strategy categories are developed and tested. Additionally, hypotheses about relationships between consensus (the extent to which managers from the same SBU share the same perceptions of strategic priorities), realised strategy, performance and organizational change are developed and tested. Secondly, the perceptions of managers from rnany different SBUs are used to derive a "mznagerial theory" of competitive strategy. This is developed in the context of a critique zf F'o;:erls generic strategies. Thirdly, the research addresses the sources of influence on managers' perceptions of strategic priorities. Specifically, the influence of the function the manager belongs to, and the industry the SBU conlpetes in are explored. Evidence of functicrnal and industry influence on perceptions is presented. Fourthly, the surfacing of managers' perceptions of current strategic priorities has been used to facilitate strategy debates with managenxnt teams. Examples of the issues raised, and the contributions to management discussion are presented. Finally, the thesis suggests ways in which the approaches taken in the study could be developed to address other issues in the field of strategic management.

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Baštýř, Václav. "Competitive strategy of the company Ganrea a.s". Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-71881.

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Garnea a.s. has experienced several significant changes during the last year. Change in the primary market and main part of the product portfolio are the two major ones. Moreover, the company recently experienced a decline in the revenues and profits as well. Therefore, the main goal of this thesis was to define a completely new strategy which would reflect all the current changes and effectively fight the problems the company suffers from. For this purpose, the thesis provides the reader with company analysis. The characteristics of the market and main customers groups are defined in the industry analysis. Competitor analysis summarizes main competitors on the local as well as national level, points out their main strengths, weaknesses and highlights the strategic goals they are likely to pursue. Based on this information the competitive strategy of the company is crafted in respect to its current and future resources and capabilities. The strategy aims at achieving a better competitive position in the market.

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Noga, Michał. "Developing a business strategy to achieve sustainable competitive advantage for Trafin Oil, a.s". Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-125171.

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The objective of this thesis is to propose a business strategy that would result in sustainable competitive advantage for Trafin Oil, a.s. - a Czech company operating on the waste oil market. In order to accomplish the stated objective, extensive research has been performed into the existing body of literature on the subject. Frameworks for analysis of the competitive situation are presented and applied thoroughly in the practical part. Moreover, to better comprehend Trafin Oil, a.s. strategic position a customer survey was conducted and extensive interviewing took place. Based on the applied frameworks and the insights gathered throughout the research, the thesis delivers a strategy which rests on developing a unique strategic position and involves different sets of activities to deliver its value proposition. The strategy ought to guarantee higher collection stability and generate substantially higher profits.

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Mitra, Supriya Ranjan. "Essays on competitive strategy in remanufacturing". Related electronic resource: Current Research at SU : database of SU dissertations, recent titles available full text, 2006. http://proquest.umi.com/login?COPT=REJTPTU0NWQmSU5UPTAmVkVSPTI=&clientId=3739.

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13

Kermanshah, A. "Information systems strategy for competitive advantage". Thesis, University of Manchester, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.488362.

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Information Systems (IS) strategy for competitive advantage has been one of the dominant concerns in the literature of strategic management of Information Technology. Despite this, the processes and methodologies suggested in the literature for understanding and describing how, why and under what circumstances IS strategy may bring about sustainable competitive advantage are incomplete and unsatisfactory. The main objective of this thesis is to provide a critical analysis of the received theory of IS strategy and to suggest an integrative framework (Resource-Based Perspective) for the analysis of IS strategy for competitive advantage. The thesis uses a detailed case study to serve as an empirical reference for testing the efficacy of the received IS theory and for developing an improved theoretical perspective. Such a Resource-Based Perspective integrates some aspects of the received theory with other insights taken from the literature of strategy and organisation outside the IS field. In the literature review chapters, the thesis attempts to challenge the often hidden assumptions behind the mainstream approaches to IS strategy (with regard to three inter-related concepts: technology, strategy and organisation) and offers alternative (complementary) mind-sets for these three concepts. In terms of empirical analysis, the results of an in-depth, qualitative, longitudinal and contextual case study over a period of 30 months within one of the large utility companies in the UK, demonstrate that there was a partial fit between the received approaches. to IS strategy and parts of the case study. But there were some areas of mis-match. These were: a lack of adequate alignment between the content and process of IS strategy; adoption of unitary perspective of the organisation and lack of appreciation of firm-specific context, and insufficient attention paid to the focus of IS strategy, in particular to core competencies. The Resource-Based analysis of the case study evidence, however, provides a better fit between theory and practice. The integrative perspective better explains the dynamic alignment of the content, process and context of IS strategy, and the evolution of the strategic resources and core competencies which confer competitive advantage

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Du, Plessis Stephanus Hermanus. "A focused, competitive strategy through innovation". Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/928.

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Thesis (MBA (Business Management))--University of Stellenbosch, 2009.
ENGLISH ABSTRACT: Through the process of innovation, organisations create technological growth. Successful innovation creates customer value through new products and services, and it could give rise to new markets. Successful innovations contribute to better quality, higher productivity, lower costs and increased profits. One of the ultimate goals for implementing innovation is to achieve a competitive advantage that leads to outperforming competitors. Through the understanding of the innovation processes, organisations can bring predictability into their innovation efforts. This comes from understanding and managing the forces that influence the decisions made by managers. Because of globalisation and fierce competition Spescom DataVoice, a South African technology company, is finding it increasingly difficult to compete in an international market. It is against the background of Spescom DataVoice's need to increase its innovation productivity that this research was spawn. The ambitious goal of this study was to investigate what Spescom DataVoice can do to become sustainable, innovative and competitive in its market space. This research firstly captured the important themes and theories around the subject of innovation and how it relates to strategy. The literature study will try to look into all the important work, especially well-known research and its significance. Lastly, the research will apply the knowledge gained by discussing the research questions relating to Spescom DataVoice's particular situation. The research will discuss the innovation capabilities and perspectives that Spescom DataVoice should focus on; the environment that is needed for sustainable continuous innovation; and innovation strategies that Spescom DataVoice could employ to improve its innovation productivity. AFRIKAANSE OPSOMMING: Organisasies skep tegnologiese groei deur die proses van innovasie. Suksesvolle innovasie skep waarde vir kliënte deur nuwe produkte en dienste, wat weer kan aanleiding gee tot nuwe markte. Suksesvolle innovasie dra by tot beter kwaliteit, hoër produktiwiteit, laer koste en die verhoging van winste. Een van die uiteindelike doelwitte met die implementering van innovasie is om 'n kompeterende voordeel te bewerkstellig wat kan lei tot die oortreffing van kompeteerders. Deur die proses van innovasie beter te verstaan, bring organisasies meer stelligheid in hul pogings om te innoveer. Dit word meegebring deur die verstaan en bestuur van die kragte wat bestuurders se besluite beinvloed. As gevolg van globalisering en fel kompetisie vind Spescom DataVoice, 'n Suid-Afrikaanse tegnologie-maatskappy, dit al hoe moeiliker om in 'n internasionale mark mee te ding. Dit is teen hierdie agtergrond van Spescom DataVoice se behoefte, om hul produktiwiteit ten opsigte van innovasie te verhoog, dat hierdie navorsingstuk die lig gesien het. Die ambisieuse doelwit van hierdie studie was om te ondersoek wat Spescom DataVoice kan doen om volhoubaar, innoverend en kompeterend in sy mark mee te ding. Eerstens bekyk hierdie studie na die belangrike temas en teorieë rondom die onderwerp van innovasie en hoe dit verband hou met strategie. Die literatuurstudie poog om na al die belangrike werke in die vakgebied te kyk, veral die navorsingsresultate en bydrae wat dit opgelewer het. Verder sal die kennis wat opgedoen is toegepas word deur navorsingsvrae te bespreek wat gerig is op Spescom DataVoice se spesifieke situasie. Die navorsingstudie sal dan bespreek op watter innovasie vermoëns en perspektiewe Spescom DataVoice behoort te fokus; die omgewing wat nodig is vir volhoubare kontinue innovasie; en watter innovasie strategieë Spescom DataVoice kan aanwend om sy innovasie produktiwiteit te verhoog.

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15

Rosenblad, Grönlund Caroline y Lejla Poricanin. "Competitive Advantage within Accounting Firms : - A framework of how managers create competitive advantage through their organizational resources and competitive strategy". Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-29482.

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16

Connelly, Brian Lawrence. "Institutional owners and competitive rivalry". Texas A&M University, 2008. http://hdl.handle.net/1969.1/86046.

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Scholars have increasingly recognized the importance of institutional owners in the life of the firm and have sought to explain how and when these owners influence firm-level strategies. In spite of evidence that these owners can and do affect broad strategies, there is little empirical support for the extent to which institutional investors involve themselves at the level of strategic competitive actions that firms undertake. This raises the question: "How do different types of institutional investors affect strategic competitive activity between firms?" Further, owners have a unique bearing on competitive activity insofar as they can simultaneously influence firms that are competing with each other. Therefore another important question is: "How are the relationships between institutional investors and strategic competitive activity affected when those investors hold stakes in both the focal firm and their competitor?" Borrowing from the accounting literature, this dissertation classifies institutional owners into three groups based on their historical trading behavior: transient, dedicated, and quasi-indexer. Findings from examination of the ownership holdings and strategic competitive activity of thirty-six Fortune 500 rivalries over the years 1997-2006 provide insight into these questions. High levels of dedicated institutional ownership are associated with greater strategic competitive activity whereas high transient institutional ownership is associated with low strategic competitive activity. The relationship between dedicated ownership and strategic competitive activity is moderated by common ownership of a focal firm and its rival. As dedicated ownership of the focal firm and its rival increase together, strategic competitive activity is reduced. The results presented here change the way we apply agency theory to explain firm governance. For competitive dynamics researchers, this study points to a previously unexplored means by which firms are motivated to engage, or not engage, in competitive activity. This study also has broad implications for managers, investors, and policymakers.

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17

De, Villiers Brooks Geoffrey Robert. "Competitive environment, competitive strategy and performance : a study of the hospital industry /". Ann Arbor, MI : UMI Dissertation Information Service, 1992. http://aleph.unisg.ch/hsgscan/hm00092823.pdf.

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Andrevski, Goce. "COMPETITIVE STRATEGY, ALLIANCE NETWORKS, AND FIRM PERFORMANCE". Lexington, Ky. : [University of Kentucky Libraries], 2009. http://hdl.handle.net/10225/1035.

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Thesis (Ph. D.)--University of Kentucky, 2009.
Title from document title page (viewed on August 5, 2009). Document formatted into pages; contains: ix, 132 p. : ill. (some col.). Includes abstract and vita. Includes bibliographical references (p. 114-121).

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19

Spearman, Pat. "Using Sustainable Development as a Competitive Strategy". ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1424.

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Sustainable development reduces construction waste by 43%, generating 50% cost savings. Residential construction executives lacking adequate knowledge regarding the benefits of sustainable development practices are at a competitive disadvantage. Drawing from the diffusion of innovation theory, the purpose of this qualitative case study was to explore knowledge acquisition within the bounds of sustainable residential construction. The purposive sample size of 11 executive decision makers fulfilled the sample size requirements and enabled the extraction of meaningful data. Participants were members of the National Home Builders Association and had experience of a minimum of 5 years in residential construction. The research question addressed how to improve knowledge acquisition relating to the cost benefits of building green homes and increase the adoption rate of sustainable development among residential builders. Data were collected via semistructured telephone interviews, field observation, and document analysis. Transcribed data were validated via respondent validation, coded into 5 initial categories aligned to the focus of the research, then reduced to 3 interlocking themes of environment, competitive advantage, and marketing. Recommendations include developing comprehensive public policies, horizontal and vertical communications networks, and green banks to capitalize sustainable development programs to improve the diffusion of green innovation as a competitive advantage strategy. Business leaders could benefit from this data by integrating sustainable development practices into their business processes. Sustainable development reduces operational costs, increases competitive advantage for builders, and reduces greenhouse gas emissions. Implications for social change increase energy independence through conservation and developing a legislative policy template for comprehensive energy strategies. A comprehensive energy strategy promotes economic development, technological gains in all business sectors within the energy industry, and reduces energy costs for consumers.

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20

Lindberg, Robert y Claes Brandt. "Competitive IS/IT strategy : A qualitative study about IS/IT strategy and its influence on business strategy in small service enterprises". Thesis, Jönköping University, JIBS, Business Informatics, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-433.

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Information system (IS), in other words computerised programs and application that a company uses is a central part in its organisation. Information technology (IT) is the hardware and infrastructure that an IS uses. IS and IT is then related to each other and several use the term IS/IT to describe the two words. Several small enterprises (10-49 employees) use IS/IT to a higher extent in order to work efficiently and many firms should not work without IS/IT. Because small enterprises are a major part in the economy for western world countries’ they find it important that these enterprises are efficient. A business plan is essential in order to make an enterprise work efficient. A business plan is important if the company should borrow money from bank or administer money from financiers. A business plan normally contains the company’s vision statement, mission statement, goals, business strategy and action items. In this thesis we only focus on strategies because we want to limit our research and because we have an interest of strategies in general. The business strategy is a roadmap which includes information about how the enterprise could fulfil its business plan’s goals. It is therefore impor-tant that the business plan and the business strategy are linked to each other, for example will the strategy suffer if the goals are poorly stated. To have this relation it is impor-tant to have a strategy that is explicit, this type of strategy is made through a planning process which is documented. The other type is called implicit and is made through activities for the different divisions of the enterprise, which is not documented.

To make the right decisions and investments for IS/IT it is essential to have an IS/IT strategy, which could be used for the company to reach IS/IT-goals and objectives.

The main question for this thesis is: How does IS/IT strategy influence business strategy within small service enterprises in Sweden and what factors can improve IT strategy’s impact on business strategy in small Swedish service enterprises? The purpose is to investigate how IS/IT strategy influences and improves business strategy in small Swed-ish service enterprises. We also aim to study how IS/IT strategy is applied in small Swedish service enterprises.

We did our empirical research on six small service enterprises in Jönköping. Three of the respondents had a documented explicit business strategy and none of them had an explicit IS/IT strategy. All the respondents said that they did not prioritise to keep the strategy updated and that the day-to-day issues were more important. The result is that we did not find any factors in IS/IT strategy that improved the business strategy in small Swedish service enterprises. The characteristics that the enterprises do not work with these issues and is seldom applied. The enterprises are more interested in day-today issues, our result differs therefore from the literature in this subject.

Informationssystemet (IS) det vill säga datoriserade program och applikationer som ett företag använder sig av är en central del i verksamheten. Informationsteknologi (IT) är hårdvaran och infrastrukturen som IS använder sig av. I och med detta är IS och IT starkt relaterade till varandra och flera brukar benämna detta med IS/IT. Flera småföre-tag (10-49 anställda) använder sig i allt större utsträckning av IS/IT i deras verksamheter och många skulle inte kunna fungera utan IS/IT. Hit hör även att småföretag är en be-tydande del flera länders ekonomi. För att ett företag ska kunna fungera effektivt bör det finnas en affärsplan som är elementär då företaget ska ta lån av bank eller förvalta pengar från finansiärer. I en affärsplan finns vanligen en vision, affärsidé, mål, strategi, nätverk, Produkt/tjänst inklusive prissättning, marknadsplan (kunder, marknad, konkur-renter, marknadsundersökning), budgetar och tid- och aktivitetsplan. I denna uppsats inriktar vi oss endast på strategier eftersom vi vill begränsa uppsatsen och vi har ett stort intresse för strategier. En strategi är ett tillvägagångssätt för att uppfylla företagens uppsätta mål. Det finns dock en relation mellan de olika delarna i affärsplanen och de är inte helt skilda från varandra, exempelvis så blir strategin med största sannolikhet bristande om målen är dåligt utformade. För att ha denna relation är det vikigt att ha en explicit strategi. Denna typ av strategi är framtagen genom en planeringsprocess som är dokumenterad medan en implicit är utvecklad genom händelser inom företaget som inte är dokumenterade.

För att fatta de rätta besluten och planera investeringar för IS/IT korrekt är det grund-läggande med en IS/IT-strategi, som kan användas för att nå målen för IS/IT.

Vår huvudfråga är: Hur kan IS/IT-strategi påverka affärsstrategi hos svenska små tjänsteföretag och hur kan denna relation förbättras? Syftet är att undersöka hur IS/IT-strategi kan påverka och förbättra affärsstrategi i små svenska tjänsteföretag. Vi ämnar också studera hur IS/IT-strategi används i små svenska tjänsteföretag.

Vi gjorde vår empiriska undersökning på sex små tjänsteföretag i Jönköping. Tre av fö-retagen hade en explicit affärsstrategi och ingen hade en explicit IS/IT strategi. Resultat är att små tjänsteföretag till största delen använder sig av implicita affärs- och IS/IT-strategier. Vi hittade ingenting som tyder på att IS/IT-strategi påverkar affärsstrategi i små svenska tjänsteföretag. Företagen är istället mer intresserade av händelser som är mer dagsaktuella, vilket skiljer sig från litteraturen inom detta område.

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21

El, Morsy Gamal El-Din Mohamad. "Competitive marketing strategy : a study of competitive performance in the British car market". Thesis, University of Strathclyde, 1986. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=24935.

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In the past few years there has been a dramatic change in the orientation of marketing, and strategic thinking has become the order of the day. More and more attention has been paid to the competitor. Competitive marketing in general has become an area of primary concern to marketers, managers, and businessmen. Despite its potential, however, competitive marketing strategy has received relatively little attention in the marketing literature. Few studies have provided analytical techniques for gaining a clearer understanding of industries and competitors, and those that have emerged are considered to lack breadth and comprehensiveness. This study of competitive marketing strategy represents a step towards bridging this gap, by reviewing the concepts and issues related to the practice of competitive strategy and its relation to corporate success. It shows how marketing factors, besides others, shape the competitive position of firms within an industry or any industry within the world market place. A general view of competitive marketing strategy is presented and thereafter illustrated with specific evidence about the competitive dilemma facing the British car industry. It is hoped that this work will not only provide help for practitioners who need to develop an appropriate strategy for a particular business, or scholars trying to understand competition better, but also be of help to analysts and policy makers within government who wish to understand the pressures that affect the competitive position in an industry or the whole economy in the world trade scene. The study generally makes the point that it is, after all, the practice of competitive marketing strategies within individual businesses that largely determines national competitiveness.

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22

KAUTS, MAREK-ANDRES. "Competitive Strategy for Entering Wind Turbine Manufacturing Industry". Thesis, KTH, Entreprenörskap och Innovation, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-189275.

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The purpose of this thesis is to explore, how it is best to enter to the wind turbine manufacturingindustry and suggest a competitive strategy for that purpose.The thesis follows Michael E. Porter's Competitive Strategy framework. The market is analyzed using data and scenarios from World Energy Council, Global Wind Energy Council and European Wind Energy Association. As competitors, European-based wind turbine manufacturers belonging by their market share to Global Top 10 are analyzed. A five-point competitive strategy is drafted.Technological innovations and business model improvements are not analyzed in this thesis.The result of competitive strategy research performed in this thesis is, that a window to enter to wind turbine manufacturing industry is embedded into the process of establishing a new experience curve. The new experience curve is based on direct drive wind turbine concept. The thesis suggests that the market to enter the industry is European onshore wind turbine market.A major barrier entering the industry is well established relationships between old wind turbine manufacturers and customers whereas the newcomers lack of sufficient references. A strategy to hurdle the barrier is acquiring the references by forward integration. Therefore, to enter to the market, wind turbine company should own its own wind park as a base of references and new product testing. As wind parks product, electricity is a commodity and sold on a commodities market, the forward integration does not need major extra know how.Core competences for the emerging company include product engineering and quality management.

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23

Langerová, Anna. "Strategická analýza". Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-76106.

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The goal of the master thesis is to conduct strategic analysis of an enterprise Soma spol. s r.o. and suggest possible recommendation for further development based on the knowledge acquired from the analysis. Theoretical part is focused on information referring to the topic of the thesis. Method and techniques of the strategic analysis are described and afterwards applied in the practical part. Practical section contains environment analysis using PESTEL analysis and Porter's Five Forces analysis. Onward the internal analysis is performed including identification of company's assets, financial analysis, Value Chain analysis and Portfolio analysis. In conclusion the results of all performed analysis are summarized using the SWOT matrix and the recommendation are suggested based on detected opportunities, threats, strengths and weaknesses of the company.

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24

Mikuš, Ondřej. "Competitive Intelligence". Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-223116.

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The diploma thesis focuses on the practical use of competitive intelligence, a method increasingly used to support decision making nowadays. The essential key principle is based on collection of precise data and their thourough analysis. The obtained information gives a comprehensive overview of the competitor analysis. The acquired knowledge of the competition is important for company's strategic decision-making processes. At the beginning the thesis gives a theoretical background on different means of data collecting including the ethic kodex. Folowing is the identification of the modern sources of information. Further, various methods and approaches of competitive intelligence are described. And the theoretical background on competitive strategies and their impact on the market wraps up the theoretical part of the thesis. The method is applied to create departmet of competitive inteligence for the company. Then the various options for further go to market activities are described and the scope of cooperation with selected customers is evaluted. The thesis describes the competitive intelligence advantages and the possible ways of aplications for the competitive strategy. At the end, the recommendations for the management of the company are summed up.

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25

Nováková, Veronika. "Strategická analýza podniku". Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-17222.

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The work is an analysis of external and internal environment of the company. Mainly is used analysis of the sector, PEST analysis, Porter five forces, 4C, analysis of business resources, financial and SWOT analysis. First part sumarises theory of strategic analysis and on this base is works up the practical part. The outcome is a general and marketing strategy of the firm.

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26

Silva, Eliciane Maria da. "Alinhamento das estratégias competitivas com as estratégias de produção: estudo de casos no pólo moveleiro de Votuporanga - SP". Universidade de São Paulo, 2003. http://www.teses.usp.br/teses/disponiveis/18/18140/tde-03032005-161204/.

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Este trabalho tem como objetivo principal investigar as estratégias competitivas em empresas de móveis para uso residencial, situadas no pólo industrial da região de Votuporanga SP. Como objetivo secundário busca-se aferir a integração da estratégia competitiva com a de produção e, conseqüentemente, apontar os fatores estruturais e infra-estruturais de processo produtivo que dão suporte a essa integração. Para isso, realizou-se revisão bibliográfica dos conceitos de estratégias competitivas e de produção, além de um estudo da história e características da indústria moveleira no Brasil e da região de Votuporanga - SP. Desenvolveu-se uma pesquisa de campo em onze empresas que consistiu de um levantamento descritivo exploratório. Os resultados da pesquisa revelaram que a maioria das empresas é considerada pequena, as quais mantêm linhas variadas de móveis retilíneos com estilo tradicional. A comercialização ocorre em um mercado amplo com pouca ou nenhuma diferenciação do produto, caracterizando a atuação da estratégia competitiva de menor custo. Os objetivos de desempenho de produção mais praticados pelas empresas são a qualidade do produto final e o custo. Contudo, os dados analisados indicaram a ausência de sistemas de medidas e a utilização de programas de treinamento voltados para a gerência da qualidade, que sustentam a esta prioridade competitiva. Além disso, encontraram-se diversos fatores que poderiam impedir o alinhamento da estratégia competitiva de menor custo com a prioridade competitiva custo. Não obstante, verificou-se que algumas decisões de produção tenderam a influenciar a redução do custo de fabricação. Concluiu-se que essas decisões são planejadas visando o curto prazo, inexistindo, assim, técnicas e práticas precisas para alcançar vantagens competitivas de menor custo no médio e longo prazos.
This work aims at investigating the existence of competitive strategies within the Home Wooden Furniture Industry at the industrial cluster in the city of Votuporanga (SP). As a secondary objective, the integration of competitive strategies with the production strategy were assessed, so that structural and infra structural factors of the productive process for this integration could be pointed out. To this end, a survey on the concepts of competitiveness and production strategies was presented as well as an overview on the Brazilian furniture companies history and characteristics, especially that of Votuporanga area. A case study was carried out on 11 furniture factories at Votuporanga area, which consisted of a descriptive-exploratory methods. The results have shown that the majority of the factory is considered small industry, which produce a varied number of straight line-like furniture of traditional style. The trading occurs in a broad market with little (or none) product differentiation, which is a clear indication of the least cost competitive strategy. The production performance objectives pointed out by the companies were the quality and the lowest cost. However, the data analysis has shown the lack of both measurement systems and employment of training programmes towards quality management which could support competitive priority of quality. Moreover, there have been found some impeding factors for the alignment of the least cost competitive strategy with the production performance objective of lowest cost. Nonetheless, it has been noticed that some decisions adopted in the production line seemed to have influenced the reduction on manufacturing costs. Then, it can be inferred that such decisions are only envisaged for the short run, where neither precise techniques nor practices take place. This prevents competitive advantages of lowest cost from being achieved on either a medium or a long run.

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27

Waweru, Ruth Wambui. "Competitive strategy implementation in microfinance organisations in Kenya". Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020815.

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Poverty is a major challenge in most developing countries. Key challenges of the government are to alleviate poverty and propel citizens toward wealth creation through development of enterprises across all sectors and to address the problem of unemployment. In Kenya, the SME sector comprises of about 99% of private sector enterprises and is prolific in employment and wealth creation. Despite this critical role played by SMEs in growing the economy, they remain outside the formal banking sector, especially in Africa. Although the number of MFOs since the 1980s has increased, the demand for financial services is largely unmet. However, MFOs are increasingly experiencing competition from new entrants and commercial banks that have developed financial models to target SMEs. MFOs are required to formulate and implement competitive strategies to enable them achieve sustainable growth and compete with commercial banks. However, strategy implementation is generally accepted as a challenge across organisations and it is often easier to formulate strategies than implementing it. Despite the need to address strategy implementation challenges across organisations, there is a greater focus by practitioners and researchers regarding strategy formulation than implementation. Consequently, this study aimed at assessing the level of strategy implementation in MFOs and factors that affect strategy implementation in MFOs. The ultimate objective was to develop a hypothetical model that could be used to improve strategy implementation in microfinance organisations in Kenya. This quantitative study used purposive sampling to select MFOs that are members of the Association of Microfinance Institutions (AMFI) in Kenya, completing a selfadministered structured questionnaire. In total, 135 MFOs were involved in this study and a total sample size of 300 managers was used in this study. This study considered fourteen factors to have an influence on the level of strategy implementation of MFOs in Kenya and hence fourteen null-hypotheses were formulated and tested. The content factors included stakeholder involvement in strategy development and the quality of strategies. The context factors included organisational structure and culture, strategic leadership and alignment of strategy to market conditions. The operational process factors included operational planning, monitoring and review of progress, teamwork, resources allocation, people-strategy fit, effective communication, strategic and management control systems and information resources. It is assumed that if all these critical strategy implementation factors are addressed, MFOs should be able improve their level of strategy implementation, ultimately leading to improved performance. The outcome factors considered were improved financial sustainability and outreach of MFOs. Advanced statistical analyses were used to analyse the data, such as factor analysis, regression and correlation analysis to assess the hypothesised relationship between the dependent and independent variables of this study. The empirical results revealed that the level of strategy implementation in MFOs in Kenya is moderate to high and content, context and operational factors do have an influence on the level of strategy implementation. However, operational factors have a more significant positive linear relationship with level of strategy implementation than the other two factors. There is also a positive relationship between the level of strategy implementation and financial sustainability and outreach by MFOs. This study has contributed to the existing body of knowledge by developing a hypothetical model that can be utilised by MFOs as well as other organisations to improve the level of strategy implementation resulting in better performance. The findings of the study can also inform strategy formulation and implementation of MFOs in Kenya, but also in other developing countries, to become more competitive. This study could also help MFOs and other organisations to put in place structures, systems, people and other resources required to attain a high level of strategy implementation. This study provides useful and practical guidelines in dealing with content, context and operational factors affecting strategy implementation in any organisational setting.

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28

Orleans-Lindsay, Kofi L. "Market structure, competitive strategy and performance in banking". Thesis, Cranfield University, 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.282408.

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Di, Pao-Da y 翟寶達. "Technology Environment，Strategic Fit of Competitive Strategy". Thesis, 1994. http://ndltd.ncl.edu.tw/handle/36535637904928256331.

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碩士
中原大學
企業管理研究所
82
The strategic fit between competitive strategy and technology strategy has recently drawn a considerable attention. Prior research focus on either conceptual study or empirical relationship between dimensions of strategies, this study provide a structural framework for empirical research into the relationship between a business firm''s typology of competitive strategy and technology, in the context of technology environment. Using the CETRA 1993 Taiwan Coputex show exhibitor list as database, a sample of 202 manufacturers focusing on export business of personal computer and display monitor been selected, in return 42 of them have responded. the findings of this study can be summerized as below; 1. From competitive strategy point of view, performance of firms addressing a mix of differentiation and cost leadership is significantly better than the ones addressing cost leadership only. 2. From technology strategy point of view, performance of firms with comparatively leadership is significantly better than the ones with followership. 3. From strategic fit point of view, Firms with a fit of technology leadership and differentiation strategies have the best performance over all, on the contrary, firms with fit of technology follower ship and differentiation strategy have the worst performance, and performance of the other two combinations will just fall in between. 4. The empirical result does not support the hypothesis which assuming technology environment being as a context variable has significant interactive impact on the relationship between strategies, strategic fits and performance.

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30

CHANG, MING-JYE y 張明杰. "Dynamic Competitive Strategy Model". Thesis, 2000. http://ndltd.ncl.edu.tw/handle/45519764693303881401.

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碩士
國立臺灣大學
國際企業學研究所
88
The key implication for managers-that the environmental matters, supply and demand are three key fundamental factors of our Dynamic Competitive Strategy Model. The interplay of supply and demand determine the product life cycle and the competitive cycle, the environmental matters focus attention on government sponsor policy, education, infrastructure and capital markets. Adopting the Dynamic Competitive Strategy Model in defining high tech industry''''s distinguish competence and competitive strategy is our most important objective, the findings could be summarized as follows: 1. Many kinds of dynamics-that the different environmental matters and supply and demand portfolio may determine different key successful factor, so the player''''s should also change their strategy because of different dynamics. 2. According our Dynamic Competitive Strategy Model, "Low cost Competitive Advantage", "Economic Scale", "Vertical Integration" and "Foundry or CEM" are the major strategy of our high tech industry. 3. Mainland China have their own competitive advantage on government sponsor policy, education and infrastructure, so we should leverage their manufacturing competitive advantage and our capital markets competitive advantage, in order to create so many global competitive advantage business group.

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HUANG, HSI-PIN y 黃希彬. "HDD parts manufacturers Competitive Strategy - A Case Study－HDD parts manufacturers Competitive Strategy". Thesis, 2011. http://ndltd.ncl.edu.tw/handle/53228968176926064452.

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碩士
逢甲大學
經營管理碩士在職專班
99
Taiwan metal stamping industry about to begin production in about 1976 the early works of a single stamping die to produce，in about 1981 into a continuous mode with a way to mass production from 1981 to 1991 production in Taiwan the largest period of 1991 to 2001 aiwan press the upper,middle small travel growth to 2001 to the present is the industry supply chain,from the quality up upgrading Taiwan''s press industry in the world countries account for place,and have some of the world competitiveness. Therefore through this research and analysis identify the characteristics of this industry industry changes to identify the key factors in this industry this industry stakeholders to provide a reference if we enhance the competitiveness of the company then this industry is more contribution but limited time and limited manpower would be left to researchers to further study of the follow-up. Facing the future of Taiwan''s highly competitive global,and there is no stop date efforts in the past the past success of each of the past competitive are not representative of the future will succeed Industrial mode of production constantly changing constantly in progress continuous innovation the most important thing is to maintain sustainable competitiveness and focus of this study,mainly on exploring thebusiness manager how to respond to changes in the environment and future trends of development,the advantages of choosing a business strategy to the expected fast-changing environment and control of environmental changes. After this study the case should be used to target the company''s future strategic focus on strategies to enable enterprises to maintain competitive advantage and sustainable development of enterprises a good strategy for the layout but also good business to bring business growth the overall profit for shareholders employees business layer are satisfied.

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YUAN, CHANG HSIN y 張新源. "Electric buses an competitive strategy". Thesis, 2016. http://ndltd.ncl.edu.tw/handle/4t7jnk.

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碩士
國立臺北科技大學
管理學院工業工程與管理EMBA專班
104
Electric buses in the space-time background nowadays have two significant meanings. For emerging countries, it means a very good chance to break through the barrier of the engine car through the technology of electric buses. For the increasingly competitive international large motor vehicle manufacturer, who breaks through the bottleneck will win and become dominant. Everyone has been waiting for this opportunity, in this battle field of electric buses none will give way. To win at this point, in addition to having a mature technology, seeking appropriate business model and competitive strategy are the priority. This study explores the electric bus industry competition strategy, and the main contribution lies to literatures related to electric bus industry competition policy. The study firstly, used the Porter Five Forces analysis to resolve the status of industry; secondly analyzed industrial competitiveness and listed the assessment project through Porter diamond model, invited industry experts to select the most favorable items for the future of electric bus industry competition status quo by using Delphi method, and finally used analytic hierarchy process AHP to determine relative weights of electric bus industry operations index, to establish business assessment index system of weights and construct electric bus operation and competition policy assessment model. For existing electric bus manufacturers, this may be adopted as the indicator of being in what place of industry, and have a glimpse of the whole picture in the electric bus industry generally, while learning the practices and technical barriers of their competitiors to make the strategic behavior more objective and integrity. This study is intended to become a reference to the relevant government units for counseling, while giving advices for those interested in entering the electric bus industry to develop into the strategies by adopting the research results of this study.

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33

chang, Chia wen y 賈文昌. "After ECFA, Competitive Strategy Research". Thesis, 2012. http://ndltd.ncl.edu.tw/handle/66077760294365416405.

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碩士
國立勤益科技大學
電子工程系
100
The trend of global regional economic integration will be unfavorable to Taiwan’s economy, so Taiwan government is striving to join WTO, and hopes to optimize the economic and trade relations among Taiwan, China and ASEAN. But with the pressure from China, Taiwan cannot sign FTA with other country. Therefore, the Taiwan government has to look for another way to avoid the shackles of political factors. Signing ECFA with China hopes to promote normalization of relations between Taiwan and China, and more successfully avoid Taiwan being marginalized. Another concern is that once Taiwan and China signed the ECFA, how will Taiwan’s enterprises respond? This study focuses on the opportunities and challenges caused by signing ECFA in Taiwan machine tool industry. It is analyzed based on "Industry characteristics", “ECFA before and after implementation data "," supply chain "," key components ", “ machine tool business model," “strategic alliance ", “government and industry policy” and other factors. The business opportunities from ECFA hopefully bring innovation and reform to enterprises in short time. In the other way, taking vertically integrated business model and using consistent production process, and really grasping the market information will produce the products that customers really want, and enhance product’s value.

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Lung, Kao I. y 高義龍. "Competitive Strategy For Kodak Express". Thesis, 1995. http://ndltd.ncl.edu.tw/handle/94440163339889964282.

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Němečková, Zuzana. "Competitive Strategy of Kampos, s.r.o". Master's thesis, 2012. http://www.nusl.cz/ntk/nusl-167082.

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Chen, Hammer y 陳國畯. "A Study of Competitive Strategy". Thesis, 2017. http://ndltd.ncl.edu.tw/handle/4674ut.

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碩士
國立臺北科技大學
管理學院經營管理EMBA專班
105
According to the report of International Energy Agency (IEA), 14% of global CO2 is derived from transportation system and at least 60% of vehicles use petrochemical fuel. Based on the calculation of fuel energy usage rate, the efficiency of electric vehicles is higher than automobiles. In addition, the electric vehicles have no CO2 emission in use and the fixed pollution source from power generation is easier to control. Therefore, European countries, Japan and America such advanced countries take electric vehicle industries as key technological items for the development. Meanwhile, Mainland China Government further deems electronic vehicle commoditization as an important national policy. Electric vehicles have become the development target to be invested vigorously by all countries. The study is to analyze the promotion of countries worldwide to electric vehicles using new energies from the perspectives of government, electric vehicles manufactures and regional development by using SWOT analysis and interview. Meanwhile, the competition advantages and market entry barrier of electric vehicles using new energies in the future were also analyzed. According to the research results, all countries spare no effort to energy saving and carbon reduction now. The electric vehicles development is also the first priority of national policies. The electric vehicles using new energies is now in stable development phase and the charge station, travel distance and reduction of purchase cost and better subsidy conditions are all necessary to be overcome. After preceding problems are resolved, the new generation vehicles will be prevailing very soon.

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37

Cai, Pin-Jun y 蔡品均. "Competitive Strategy of Simple Mart". Thesis, 2018. http://ndltd.ncl.edu.tw/handle/p799qn.

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碩士
國立臺灣大學
經濟學研究所
106
Before 2006, few conglomerates such as PX Mart, Wellcome, MATSUSEI dominated supermarket market. In order to raise its market power, each firm of supermarket transformed its storefronts from hypermarkets into mini community supermarkets. These transformed firms eroded other small firms'' market shares except Simple Mart. Simple Mart had expanded over 100 branches before its first two years. This article analyzes the market competition and concludes that creating private brand, observing consumer''s preference and market price are keys to Simple Mart''s success. Simple Mart provides consumer''s favorite products such as bulk rice and imported bears with competitive prices. In 2018, although Simple Mart has played an important role in supermarket market, Simple Mart still needs to construct its brand loyalty.

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38

Shieh, Jinq Wen y 謝靜雯. "Competitive Strategy of Life Insurance Companies". Thesis, 1997. http://ndltd.ncl.edu.tw/handle/77882516715743303015.

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Wong, Simon y 望熙貴. "The Competitive Strategy of Taiwan Semiconductor". Thesis, 2002. http://ndltd.ncl.edu.tw/handle/32119982381377366027.

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碩士
國立中央大學
資訊管理學系碩士在職專班
90
Semiconductor is the “black gold” to high technology same as crude oil is the “black gold” to traditional industries. Without semiconductor, there will be no technology society of modern civilization. To Taiwan, technology is not only the main foundation of future development but also the key to greater competitive power. Attempting to be a “Silicon Island” in the future, Taiwan must be devoted to the development of its semiconductor industries. Creating international competition edge by selecting high value-added marketplace and penetrating barriers in industrial supply chains should be the only way for Taiwan to ensure that the semiconductor industry in Taiwan can maintain its competition edges for another peak. The 21th century is a new digital, economic era with prevalent information technology applications in Internet, wireless communication and consumer electronics. It is expected that semiconductor plays the most critical role in this new wave to become the most important technology industry to Taiwan. Wherein, knowledge economy is the crucial element for the development of national competition strength. The opportunity of further growth for the semiconductor industry in Taiwan rests in its transition from a productvity oriented industry into an innovation oriented one, with the supports from government remaining a major plus. How to expand the industry’s niche based on the knowledge acquired, how to maintain its inherited colony advantages, how to solicit more top talents coming to Taiwan, how to utilize accumulated R&D efforts of core technology, and how to create higher expected value and upgrade competition strength should set the tone for future development of the semiconductor industry in Taiwan. This study attempts to explore the profile of the global semiconductor industry status quo and development. By analyzing the competitive strengths of the industry, we can determine the right marketplace for the industry in Taiwan and map out future development strategies. Another purpose of the study is to examine and analyze the current semiconductor industry in Taiwan and its competitive strengths in the framework of industrial theories so as to extract key factors influencing the successfulness of the industry and further to set forth the competitive strategies it should follow. In addition, being within the global economic contest, how to look at the formation of job allocation system for the global semiconductor industry from macroscopic angles is proposed for the business manager to convert threatening opponents into interdependent partners and for the government to find optimal ways to help business manager upgrade competitive capability so as to solidify Taiwan’s critical position in the global economy. The semiconductor is the heart of electronic industries and the driver for technical improvement. The development and production capability of the semiconductor industry mark a nation’s technology level. The semiconduftor industry in Taiwan has played a vital role in the gloable economy by becoming the important manufacturing center of the global semiconfuctor community. In the future, Taiwan should take optimal use of information technology, develop more core competences, continue to innovate, and improve quality to create greater customer satisfaction, so the industry can continue to upgrade, grow, and create another economic miracle for Taiwan.

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40

"Competitive bidding strategy for construction projects". Chinese University of Hong Kong, 1997. http://library.cuhk.edu.hk/record=b5889019.

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by Asano Masashi.
Thesis (M.B.A.)--Chinese University of Hong Kong, 1997.
Includes bibliographical references (leaves 97-98).
ABSTRACT --- p.ii
TABLE OFCONTENTS --- p.iii
LIST OF ILLUSTRATIONS --- p.iv
LIST OF TABLES --- p.v
ACKNOWLEDGEMENTS --- p.vi
Chapter
Chapter I. --- INTRODUCTION --- p.1
Chapter II. --- METHODOLOGY --- p.7
Chapter III. --- PROFIT MARGIN ANALYSIS --- p.22
Chapter IV. --- SENSITIVITY ANALYSIS --- p.39
Chapter V. --- COST ESTIMATE ANALYSIS --- p.48
Chapter VI. --- INDUSTRY PROFITABILITY ANALYSIS --- p.76
Chapter VII. --- CONCLUSION --- p.87
APPENDIXES --- p.89
BIBLIOGRAPHY --- p.97

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41

"Competitive strategy of engineering consulting firms". 1999. http://library.cuhk.edu.hk/record=b5889498.

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by Mak Tsz Yee.
Thesis (M.B.A.)--Chinese University of Hong Kong, 1999.
Includes bibliographical references (leaves 51-53).
ABSTRACT --- p.ii
TABLE OF CONTENTS --- p.iii
ACKNOWLEDGEMENT --- p.v
CHAPTER
Chapter I. --- INTRODUCTION --- p.1
Objective --- p.1
The Engineering Consulting Business --- p.1
Review of Literature --- p.3
"Value-Creation, Resources and Capabilities" --- p.4
Cost vs. Differentiation Advantage --- p.4
Scope of Target Market --- p.5
Isolating Mechanisms --- p.6
Resources and Capabilities --- p.6
Evolutionary Economics and Dynamic Competition --- p.8
Scope of this Study --- p.9
Chapter II. --- GENERAL ENVIRONMENT --- p.10
Global Segment --- p.10
Demographic Segment --- p.11
Economic Segment --- p.11
Office Properties --- p.11
Residential Properties --- p.13
Political Segment --- p.14
Technological Segment --- p.15
Concluding Observation of the General Environment --- p.15
Chapter III. --- INDUSTRY ENVIRONMENT --- p.17
Construction Industry --- p.17
Consultancy Arrangement --- p.19
Normal Scope of Services --- p.20
Hong Kong Real Estate Property Market --- p.20
Analysis of Industry Environment --- p.25
Threat of Entry --- p.25
Barriers to Entry --- p.25
Economies of Scale --- p.25
Product Differentiation --- p.26
Capital Requirements --- p.26
Switching Cost --- p.26
Cost Disadvantages to New Entry Independent of Scale --- p.26
Government Policy --- p.27
Expected Retaliation --- p.27
Bargaining Power of Suppliers --- p.28
Bargaining Power of Buyers --- p.29
Concentration of Buyers --- p.29
Cost of Service an Insignificant Fraction of the Buyer's Cost --- p.29
Undifferentiated Services and Low Switching Cost --- p.29
Buyer Industry Earns Low Profits --- p.30
Buyers Pose No Credible Threat of Backward Integration --- p.30
The Industry's Service is Important to the Quality of the Buyers' Products --- p.30
Threat of Substitute --- p.31
Substitute Subject to Trends Improving Their Price-performance Trade-off --- p.31
Profitability of Industry Producing Substitute --- p.31
Rivalry Among Existing Competitors --- p.32
Numerous or Equally Balance Competitors --- p.32
Slow Industry Growth --- p.32
Lack of Differentiation and Low Switching Cost --- p.32
High Fixed Costs --- p.33
Low Exit Barriers --- p.33
Summary of Industry Analysis --- p.34
Chapter IV. --- INTERNAL ENVIRONMENT --- p.37
Ove Arup and Partners Company Limited --- p.37
Review of the Resources and Capabilities of the Firm --- p.38
Tangible Resources --- p.38
Financial Resources --- p.38
Physical Resources --- p.38
Human Resources --- p.38
Organisational Resources --- p.39
Intangible Resources --- p.39
Technological Resources --- p.39
Resources for Innovation --- p.39
Reputation --- p.40
Identification of Core Competence --- p.40
Weaknesses --- p.42
Corporate-Level Strategy --- p.42
Blurring Business-Level Strategy --- p.43
Cost Structure --- p.43
Human Resource Management --- p.44
Organizational Structure --- p.44
Market Sensing Activities --- p.44
Concluding Remarks on Internal Environment --- p.44
Chapter V. --- CONCLUSIONS AND RECOMMENDATIONS --- p.46
What Is Strategy? --- p.46
Conclusions and Recommendations --- p.47
Chapter VI. --- BIBLIOGRAPHY --- p.51

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42

Chen, Mark y 陳漢雲. "A Study of Competitive Strategy Processing". Thesis, 2001. http://ndltd.ncl.edu.tw/handle/46499213962406695374.

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碩士
國立交通大學
高階主管管理學程碩士班
89
This thesis was written in a way of a case study, its purpose is to understand A Corp’s re-action in terms of the processing of competitive strategy for the market change incurred in year 2000. The backbone of theories been applied in this thesis is based on Porter Competitive Advantage and Shi-Tu Strategy Management Matrix, and further exploited by the writer of this thesis with the orientation of customer expectation to its supplier associated with the potential impacts out of the environment to come out the final company competitive strategy. Most of the data and information applied in this thesis come from inter-company information out of Motorola and A Corp, and from Dataquest. Between 5-dimension analysis and theory of strategic matrix, A Corp is able to formalize its competitive strategies in follow directions, Looking for Private Label Manufacturing, JV for Backward Integration, Set-up Asia Design Center in Taiwan, and WIP Stockroom build-up.

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43

Huang, Meng Cheng y 黃孟楨. "Metal injection molding industry competitive strategy". Thesis, 2010. http://ndltd.ncl.edu.tw/handle/98892866551933973850.

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碩士
國立政治大學
經營管理碩士學程(EMBA)
98
In the fast growing IT world of today, Metal Injection Molding (MIM) technology transform the traditional manufacturing method of the metallic parts to a revolutionary fabrication process in the machinery industries. MIM actually has been developed for more than 30 years, and in the latest 5 years, the annual growth rate is about 10 to 15%. End products are commonly component items used in various industries and applications. Company P has been using powder metallurgical technology to produce auto parts. Although its business was affected by the slowdown of auto industries due to the financial storm in the second half of 2008, its advancement in the MIM technology, including the development of the energy saving material, had helped the company to survive in the downturn of auto industries. Another Company T in the case study has used the MIM technology to provide the diversified geometrically complex metal parts for more than 10 years. This study was using the tools of analysis and case studies to find the niche of metal injection molding industry for the enterprise to explore the appropriate managing strategies during they were developing and growing process of the business. The theoretical background of this study is referring to the industry analysis and 「Five Force analysis」 made by Professor Michael Porter of Harvard University in 1980 and 1985. It gives an overview and the overall environmental and competitive analysis and used for studying the development trend of the MIM industry. Using the SWOT matrix for strategy matching proposed by Weihrich in 1982, the company’s internal strengths, weaknesses and external opportunities and threats, could be analyzed and expressed in an explicit form. Then, maximize the strengths and opportunities and minimize the weaknesses and threats to define the present situation, and then develop the best applicable strategies for the company. Through industry analysis and case studies, this study concludes the followings: (1) Powder metallurgy and metal injection molding industry are affected by the global economic environment, oil prices and the technological advancement. (2) The life cycle of powder metallurgy industry is at its growth period, but the metal injection molding is at the end of embryonic period and moving to growth period. (3) Since it’s not easy to use the traditional fabrication process to make the complicated or asymmetric shaped metallic parts, the metal injection molding technology has the advantages of making the complicated parts with less fabrication steps. (4) Powder metallurgy and metal injection molding could continuously reduce costs and shorten the delivery time to increase their competitiveness. (5) The products could be widely used in various kinds of industry where the metallic parts are needed. Company P is producing one-third of the gears used in the world-wide auto industries and Company T is making the small and complex parts for the hand tools, 3C and IT industries with profits. Finally, the suggestions for metal injection molding industry are listed as follows: (1) Under the regulations of the environment protection, we should develop the energy conserving and carbon-reducing materials to meet the requirements. (2) China is developing the metal injection molding technology aggressively to meet the demand of its automobile market, which provides a great business opportunity of the auto parts supplier of Taiwan, (3) Since the life cycle of 3C and IT products is very short, the engineering team should design and fabricate the products in a very short time to the market. Also, it is necessary to use ERP management to reduce inventory and co-work with customers to develop products, conserve resources and reduce the risk.

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44

Lin, Hans y 林易陞. "Competitive Strategy Analysis of Distributors in". Thesis, 2008. http://ndltd.ncl.edu.tw/handle/77960660099125893884.

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碩士
長庚大學
企業管理研究所
96
Semiconductor Industry Association (SIA) reported about adjusting sales revenue from previously estimated YOY growth 7.7% decreased to 4.3% for 2008 in semiconductor，total sales about US$266.6 billion in 2008，and growth up to US$324.1 billion in 2011，CAGR as 6.1% among from 2008 to 2011。The role of distribution，basically，not only Supply Chain Management but also “Bridge” between supplier and customer。Meanwhile，they encounter external competition as well as challenge of internal performance improvement The structure of the thesis base on Professor Seetoo, Dah-Hsian William’s “Strategic Matrix analysis”，focus on core value and competitive strategy of distribution in Taiwan semiconductor industry，synthetic and analytic research and mapping with literature、long term market information and interview with whom are excellent experience in semiconductor distribution for a long time。Analysis the industrial develop trend and KSF，in order to propose suggestion about resolving encounter problem among distribution。 The thesis highlighted “core value” and “competitive advantage” of semiconductors distributor，to set up development directions of semiconductor distributors in the future，and design basis strategy、competitive strategy and operational strategy for reference about solving problems at semiconductor distributions。

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45

CHEN, YA-LING y 陳雅玲. "Vertical Integration Strategy and Competitive Effects:". Thesis, 2003. http://ndltd.ncl.edu.tw/handle/06450906390938949132.

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碩士
國立臺灣大學
國際企業學研究所
91
Beverage is one of the key and essential consumer products industries. During recent years, retail channel development has achieved substantial economic success and international collaboration. With the engagement of international collaborations, which bring in abundant capital and modern retailing and distribution technologies, a significant transformation in the business channels in Taiwan has being ignited, which sequentially results in the channel revolution. Of great interest and importance is an increasing degree of forward vertical integration undertaken by major beverage manufacturers, a development which seems to render unequal competitive effects on various manufacturers. From viewpoint of resource relatedness, there shall be little economic gain due to integration between manufacturing and channel activities. Even worse scenario occurs when such forward integration induces interest conflicts with other channels and manufacturers. However, manufacturers’ forward integration may generate foreclosure effects over other manufacturers. To investigate this issue, the present thesis undertook a case-based research based on four major beverage manufacturers in Taiwan. Our research found that product line width and business dependence on channel are two prerequisites for engaging in forward vertical integration. With fully controlled, competitive channels, a manufacturer could speed up its new product launch and gain superior shelf spaces. It will create more chance to implement trade marketing campaigns to arouse consumers’ to purchase firm’s product. Hence, uplift market share and build consumers loyalty accordingly. However, channel investments did not guarantee positive financial payoff if the channel fail to achieve operational efficiencies. For those manufacturers who fail to establish competitive channels, they shall focus on managing brand effectively and creating value differentiation. To cope with its deficiencies in channel, a manufacturer could take advantage of vertical specialization and division of labor through inter-firm alliances and subcontracting. Strategic implications and suggestions to future research are discussed. Key words: Vertical Integration, Beverage Channel, Competitive Advantage

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46

Chiu, K. H. y 邱國軒. "Competitive Strategy of Taiwan Matsushita Ltd". Thesis, 2005. http://ndltd.ncl.edu.tw/handle/71489759422227972405.

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碩士
國立屏東科技大學
高階經營管理碩士在職專班
93
Accompanying with the world trend, there’s a rapid growth in electronic technology. The electronic component distributors keep introducing new technologies and products while thenumbers of manufacturers are increasing as well. The analysis that based on Michael E. Porter’s theory and model of STEP, SWOT in Competitive Advantage, the key connector between supplier and ustomer, distributor, whose bargain power will increase. Finding out the Competitive adventage of Matsushita Ltd. It’s no doubt that enterprises should implement knowledge management and change the characteristics of organizational structure to increase the competition. The research findings and results show that：1)To establish Strategy of Glamour Product. 2)To have Strategic Customer. 3)To establish New Business Model. 4)To establish Strategic Manufacturing System. 5)To set up a lower Cost Capacity. 6) Flexible Strategic organization. 7) Glamour Strategic R&D. 8) High Net-Worth Logistic Business Management. 9) To have IT System

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47

Mao, Chih Jen y 毛志仁. "The Competitive Strategy of IC Manufacturing". Thesis, 1996. http://ndltd.ncl.edu.tw/handle/98254643589225757849.

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48

Puu, Nansheng y 浦南昇. "Competitive Strategy of Philips Monitor Ltd". Thesis, 2002. http://ndltd.ncl.edu.tw/handle/20218119135980647432.

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碩士
國立臺灣科技大學
工業管理系
90
In 1999,Taiwan moniotor suppliers including oversea factories produced over five thousand eight million sets of monitor and shared over 57% total volumn of monitors in the world .Taiwan was number one in volumn and value worldwide and was recognized the kingdom of monitor.Recent years,due to economic recession,drastic competition , PC requirement slow down,and cheap labor from mainland China, Taiwan monitor industries meet unprecedented challenge.On the contrary,the worldwide famous monitor supplier-Philips Comsumer Electronics Ltd. still have steadily growth in recent years, especially brilliant achievement from Taiwan Philips Electronics Ltd.which awarded the highest Qaulity laurel crown Deming prize in 1991, and achieved one million sets of monitor shipment in 1998.At the same time, Taiwan Philips Ltd. stimulated and drived Taiwan monitor industries forward within recent ten to twenty years. Taiwan Philips is well-known about its management model, that is the reason why I studied Philips. This is a case study report. The analysis model based on the structure of Micheal Porter’s five competitive forces、Diamond model、Value chain model, and using SWOT analysis to find out strength、weakness、opportunity、threat and key success factors of Philips. The report purposes are (1)To realize the environment and current situation of monitor industry.(2)To realize Taiwan Monitor industry threat and challenge by using strategy models.(3)To find out the strategies and key success factors of Philips monitor Ltd. for other suppliers learning.(4)To provide future strategies and concrete solution for Philips and other suppliers.

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49

林宗華. "A Study on the Competitive Strategy". Thesis, 2004. http://ndltd.ncl.edu.tw/handle/98241621209127501751.

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碩士
明志技術學院
工程管理研究所
92
The purpose of this study is to explore the competitive strategy of the express business between China and Taiwan for the worldwide express industry. Firstly, we investigate the influences of the macro-environment in the express business between China and Taiwan through references and secondary data. Secondly, using Porter’s five forces analysis model, we analyze the external environment to identify the opportunities and threats for four major worldwide express providers. Thirdly, by referring to the SERVQUAL scale, we design a questionnaire and conduct a survey to measure the importance and service performance that the Taiwanese companies perceive from express service. According to the results of the survey, we develop the key service factors. We apply Porter''s value chain framework to conduct the competitive benchmarking analysis for four major providers, then we identify the strengths and the weaknesses of the internal operating activities. Finally, according to the results of the importance-performance analysis, we use Weihrich’s SWOT analysis to combine the strengths, weaknesses, opportunities and threats to construct the strategy matrix for these major providers. We find that two of the four major providers have the similarity of more strength and less weakness, and the other two providers have the similarity of more weakness and less strength. Therefore, according to the results of the SWOT analysis, we propose the SO strategies and ST strategies to keep up the strengths for the strength group, and we also propose the WO strategies and WT strategies to prior improve the weaknesses for the weakness group.

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50

YEH, CHIA-SHENG y 葉佳昇. "Competitive strategy Of Digital Camera Industry". Thesis, 2018. http://ndltd.ncl.edu.tw/handle/rdqen7.

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