http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/114 2026-04-07T05:52:50Z http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/69191 標題: 麗寶樂園發展之案例研究; From Nothing to Something Big: A Case Study for Business Development of LihPao Resort 作者: Pei-Wen Tsai; 蔡佩汶 摘要: 麗寶樂園度假區於2017年底跨年晚會創造了10萬人次的入園人潮，成為台灣最受歡迎、最知名的遊樂區，然自1996年政府規劃該園區成為全臺最大之度假娛樂園區以來，麗寶樂園歷經破產、重整、易主、多角化經營等階段，前後經歷將近20年，終於在麗寶集團接手努力下，達成了政府當初規劃的目標-成為全臺最大且具世界水平的綜合娛樂園區。 麗寶樂園的前身（月眉育樂世界），由台中規模最大的公司長億集團於1996年參與BOT投標並取得經營權， 然而，因為長億集團腐敗的公司文化、上下對立的領導模式，以及投機高槓桿的財務操作，使得其在開始營運五年內，即因積欠銀行團超過新台幣一百三十億，宣布破產。 麗寶集團於2006年接手麗寶樂園之後，逐步展開其多樣化經營發展計畫，從興建五星級福容飯店、增加密室脫逃遊樂設施，至2017年新增麗寶Outlet Mall，天空之城摩天輪及麗寶賽車場等園區項目，不僅為麗寶樂園度假區帶來大量觀光、商務人潮，同時也大大提升了度假區的年營收。由於麗寶建設集團成功的周轉策略，麗寶度假樂園目前已變身為台灣最成功的休閒度假綜合區，正如當初政府擘劃的BOT藍圖一般。 藉由文獻分析、問卷調查及深度訪談，發現，麗寶集團在接手此度假區之後所採取的周轉策略、利用集團中相關事業體的技術知識，加上極具向心力的集團文化與由下而上的領導方針，成功地將麗寶樂園轉型成為台灣遊樂產業的龍頭。; LihPao Resort started with a vision that the government planned to build up a large amusement complex to compete with the world and to encourage the tourism and service industries in Taiwan, went terribly bankruptcy for corrupted management. Within less than twenty years, LihPao Resort has turned out to be the biggest and national-known resort, with two theme parks, one five-star hotel, an outlet mall, the biggest Ferris wheel in Taiwan, and a racing park with world-graded racing tracks. What has LihPao done to bring the dead back to life? What are the challenges and strategies it faced and applied to the case? In this study, the author uses both quantitative survey and qualitative, in-depth interview, to collect data and further investigate how LihPao Group is able to reinvigorate the livelihood of the Resort. By looking at the turnaround strategies, the synergies generated from the horizontal and vertical integration among the entities within the LihPao Group, along with the leadership and cooperative culture that is deeply rooted in this Resort, this case study aims to provides insights as to the managerial strategies in the hospitality and tourism industry. 2018-01-01T00:00:00Z http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/63424 標題: 鴻海與夏普結盟的策略研究; The Case Study on Hon Hai-Sharp Alliance: A Strategy Perspective 作者: Jeremy Huan-Hsin Sung; 宋煥鑫 摘要: 消費者在選購Apple、Samsung、HP、Sony的電腦或是其他數位產品時，決定的關鍵是企業的品牌力。而一般說來，分配供應鏈中成員利潤的正是品牌廠商。即便背後為這些客戶代工或生產各類數碼產品的亞洲企業，例如台灣公司如星羅棋布般，努力為同行中的佼佼者生產零件；然而大多數的消費者卻從未在意這些企業的名字。可是鴻海或許可能是其中一個例外。本文將以鴻海、夏普及三星為例，個案討論幾種企業垂直整合的型態。 鴻海集團近年來以驚人的速度壯大成長。與之形成對比的，夏普和日本消費電子產品業的同行一樣，經營狀況江河日下。今年3月27日，鴻海集團同意以669億日元（約8億美元）的價格，收購困境中的日本消費電子廠-夏普10%的股份。集團總裁郭台銘先生，也和其他投資者一起，以相近的價格買下了夏普位於日本堺市的一家工廠93%股權中的一半。這家目前世界唯一的面板十代廠生產大型液晶顯示器面板；經營問題主要來源於下滑的銷售業績：LCD顯示器及LCD電視價格的不斷下跌，這部分的收入約佔夏普總收入的40%。夏普的堺市工廠於2009年開始生產，一直以來都只能以不到總產能的50%來運作。如果LCD製造業讓人損失慘重，為何鴻海卻熱衷於此？郭台銘董事長正在運籌帷幄，盼望鴻海集團能繼續在垂直整合的成長方面取得成功。或許他有把握，蘋果公司將如市場情報所說，很快地開始進軍智慧電視市場，或是韓系廠商在供應鏈中的控制力消退，然後他和鴻海就可以再一次在轉變的情勢當中成長並獲利了。 而歸納並研究鴻海、夏普、三星電子等公司的個案情況後，本文作者認為影響產業或公司走向垂直整合的因素有：當外部交易成本過高、速度是決勝關鍵、供應鏈中某一環節的技術領先，控制力增加時，結構走向垂直整合時。反之與上述情況相反時，加上擁有利基技術的挑戰者加入、原先的大公司出現組織僵化時，結構將會走向水平分工。; When consumers around the world pick up a computer or other gadget sold by Apple, Samsung, HP or Sony, they often buy it based on the strength of brand. Generally speaking, brand companies enjoy most of the profit in the value chain. Yet many of those items are actually built by Asian suppliers. For example, TAIWAN is home to a constellation of companies most people have never have heard of, making electronic gadgets and components for others with household names. However, Hon Hai might be an exception. In this thesis we will discuss three types of vertical integration: Full Integration, Quasi-integration and Tapered Integration. And discuss cases that who take vertical integration as their most important business growth strategy, such as Hon Hai, Sharp and Samsung. Hon Hai has grown at an astonishing rate these years. In sad contrast Sharp, like the rest of Japan's electronics companies, has gone blunt. On March 27th Hon Hai, which is also known as Foxconn, agreed to buy about 10% of Sharp for ¥66.9 billion ($0.8 billion). For a similar sum its chairman, Terry Gou, and other investors are buying half of Sharp's 93% stake in a 10G factory in Sakai, Japan, that makes large liquid-crystal display (LCD) panels. Most of Sharp troubles can be explained by declining sales and prices of LCDs and LCD televisions, which account for something like 40% of its revenue. The Sakai factory, which opened in 2009, has been running at half its capacity. If LCDs have become such a miserable business, why is Hon Hai so keen to get into it? Just as plausibly, however, Mr Gou is making a bet on its continued success in his vertical integration business model. He may reckon that Apple will, as has long been rumored, soon start making televisions—and that his wealth and Hon Hai will continue to growth and profit again. According to the case studies and the literature review, we find electronics companies will choose vertical integration when transaction cost is too high, or when time to market and time to volume are the key success factors. Other reasons including that when technical advances in one subsystem can give market power to its owner or market power in one subsystem encourages engineering integration with other subsystems to develop proprietary integral solutions. On the other hand, when the relentless entry of niche competitors hoping to pick off discrete industry segments, or when the bureaucratic and organizational rigidities that often settle upon large, established companies; these forces of disintegration will push toward a horizontal and modular configuration. 2012-01-01T00:00:00Z http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/73398 標題: 鮮花香薰油商業計畫書; Essential Flower Oil Business Plan 作者: Krisztina Gyimes; 束力雅 摘要: In this study, I aim to examine Taiwanese buyers and cosmetics companies’ attitudes, assumptions, needs, time horizons, insecurities and pain points in purchasing essential flower oil products in Taiwan and design a learning organization that is able to serve their needs. The goal of this family business is to build up a learning organization that is able to import consistently high-quality essential flower oil to supply Taiwanese buyers and customers in the cosmetics and personal care industry and to provide excellent customer service. The reason why we intend to form a learning organization is to gain a comprehensive understanding of customer needs and to be able to improve upon our existing assumptions and product/service line in order to carve a bigger market share for our company and to amplify our chances to map out an unmet or previously nonexistent segment of customer needs and demands. Based on customer feedback, I learned that we also need to distinguish ourselves by providing excellent customer service. The business model of the company is both B to C and B to C. The B to B model’s customers would be Taiwanese business people who want to purchase essential flower oil for their personal usage and as an investment. The B to B business model’s customers would be those medium sized Taiwanese cosmetics companies who produce organic products that young females can use to alleviate their stress, pregnant women and their spouses could feel safe to use it while having or considering to have a baby, and mid-aged women to enhance their skin and customers from all ages who strive to have a more natural look. Current industry analysis from IBIS World, Mitel Academics and Euromonitor International claim that the demand for organic and high-quality cosmetics and personal care products are both in Taiwan and China increasing because of tapping into new customer segments such as teenage girls and men, and due to health, wellness, green and natural consumption trends. Chinese and Taiwanese customers have a medium preference to buy essential flower oil; many wealthy, risk averse people prefer to buy tier quality valuable flower oils. I contacted Taiwanese medium sized cosmetics companies in the Cosmetics and Personal Care Product Manufacturing industry who are highly interested in buying essential rose and lavender oil and test other essential flower oils as well. Four buyers from Taiwan are also interested in buying Organic top-tier quality Rose Damascena essential oil. 2019-01-01T00:00:00Z http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/20228 標題: 高級嬰兒用品市場商業擴張計畫案; Business Expansion in Premium Baby Goods Market in Taiwan 作者: Naoto Hirayama; 平山直人 摘要: This business plan is a feasible study to examine the possibilities of as well as to indicate the strategies and tactics for steady business development of SAAMUI Life Co. in Taiwan’s premium baby goods market. SAAMUI Life Co. manufactures its own brand handmade soap and distributes multi-brand baby related goods in Taiwan. The company provides products that are safe and convenient to use. Price range of the products we carry is higher than other big brands, however, perhaps due to the life threatening food scandals happening in Taiwan, we see the market trend shift that a large number of parents do not only seek for low price, but are looking for better quality products that are safe to use. Based on this observation, I started by analyzing macro environment of Taiwan market including the population trend and fertility trend to evaluate the decision of focusing on baby related market. Next, I conducted the baby goods market analysis, followed by a consumer survey. Then, I compiled the marketing plan referring to the market survey result. Finally, I examined the financial plan to estimate the profit this business potentially generate with my business expansion plan, and came up with necessary organizational structure for steady business growth. 2018-01-01T00:00:00Z