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循環餐具生態系商業計劃書
https://nccur.lib.nccu.edu.tw/handle/140.119/150215
title: 循環餐具生態系商業計劃書 authors: 李珮綺; Li, Peiqi
<br>abstract: 塑膠污染已經是現今最嚴重的環境問題之一,許多數據顯示,若人們必須立即採取行動,否則將會對自己及未來世大產生重大影響。然而在covid-19以情期間塑膠垃圾不減反增,尤其是在免洗餐盒方面,但它同時帶來餐飲業數位轉型的契機,競爭的產業環境使餐飲業者必須不斷創新提供更好的服務,包含將外送平台及電子商務行銷視為必須。此外,人們的環境意識正在興起,政府公告更加嚴格的限塑政策,企業也紛紛跟進公布未來的環保措施及計畫。此商業計劃將闡述如何透過共享經濟及循環經濟的概念,結合可重複使用的餐盒,為外送外帶的商業模式帶來一個永續新選擇,既可因應政府未來可能越加嚴格的限塑政策,也能為企業的環境永續計畫找到可行的解決方案。
<br>description: 碩士
<br>甜點連鎖店的策略演變: 從實體店面到電子商務的轉型導航
https://nccur.lib.nccu.edu.tw/handle/140.119/149670
title: 甜點連鎖店的策略演變: 從實體店面到電子商務的轉型導航 authors: 北雁; Semenova Elizaveta
<br>abstract: Vanlav,這家以“一心一意”為經營理念著稱的糖果連鎖店,自2019年由Bek及其兄弟創辦以來,在俄羅斯已經樹立了顯著的存在。Vanlav總部位於馬哈奇卡拉,截至2023年12月,已在俄羅斯8個主要城市擴展至16家門店,每月驚人的營業額達到55萬美元。這家連鎖店以其糖果和咖啡店獨特融合的體驗而聞名,現正處於關鍵時刻,即將在莫斯科開設新店並計劃國際擴張。
2024年,Vanlav著手戰略性演變,專注於數位化和電子商務。此舉涉及開發一個強大的數位部門和一個先進的電子商務平台,並提供全天候送貨服務。這種轉型預計將大幅提升Vanlav的業務,其中一個關鍵績效指標(KPI)目標是每月在線訂單增量增加5%,從目前平均的55,000訂單開始計算。
作為Vanlav的產品營銷經理和業務開發經理,作者在這一轉型中發揮了關鍵作用。責任包括組建一支技術熟練的開發人員和設計師團隊,並簽署所有戰略協議,以實現電子商務的願景。
即將推出的電子商務平台有望成為糖果市場的重要競爭優勢,提升顧客參與度和服務交付。這個商業計劃將提出Vanlav數位轉型的戰略舉措,詳細說明電子商務平台的發展階段,並描述旨在將Vanlav推向糖果行業增長新時代的運營模型。
<br>description: 碩士
<br>應對舒活心態: 台灣人資以及主管面對 Z世代的挑戰
https://nccur.lib.nccu.edu.tw/handle/140.119/149669
title: 應對舒活心態: 台灣人資以及主管面對 Z世代的挑戰 authors: 張乃容
<br>abstract: This study investigates the relationship between Generation Z (Gen Z) employees and HR practices in Taiwan, highlighting the emerging inconsistencies. As this latest cohort enters the workforce, their unique characteristics set them apart from their predecessors. Gen Z's preference for work-life balance, meaningful work, and inclusive cultures contrasts Taiwan's traditional hierarchical and conservative workplace.
This mixed methods study explores the gap between Gen Z's preferences and employers' perspectives. Surveys of 250 Gen Z and 103 HR professionals/people managers provided quantitative ratings and qualitative insights. The findings reveal inconsistencies around work motivations, communication norms, training interests, career development, and corporate culture that indicate the need for a realignment of strategy.
This research concludes by offering data-driven recommendations for Taiwanese employers to develop progressive, purpose-driven cultures and leverage the strengths of younger talent. This adaptation is crucial as Gen Z is expected to make up a significant portion of Taiwan's workforce.
<br>description: 碩士
<br>重塑北美電動車供應鏈 - 以特斯拉與其台灣代工廠為例
https://nccur.lib.nccu.edu.tw/handle/140.119/149668
title: 重塑北美電動車供應鏈 - 以特斯拉與其台灣代工廠為例 authors: 楊念蓁; Yang, Nien-Chen
<br>abstract: This case study examines Tesla's strategic shift and its Taiwanese supply chain partners' relocation to Mexico, set against the backdrop of North America's burgeoning electric vehicle (EV) market and a changing geopolitical and economic landscape. The move is driven by several key factors: geopolitical stability, cost advantages, proximity to the U.S. market, and the benefits of trade agreements. These factors collectively enhance Mexico's attractiveness as a manufacturing hub.
Despite the apparent advantages, this transition involves significant complexities and trade-offs. Companies face challenges like infrastructure limitations, operational intricacies, and the need to develop a skilled workforce. The supply chain reconfiguration requires establishing new supplier relationships, setting up production lines, and enforcing strict quality controls, all demanding considerable investments of time and resources.
Nevertheless, the strategic move is shown to substantially increase supply chain resilience and offer economic and strategic benefits. It places Tesla and its partners in a crucial region for the global EV market, potentially boosting their market share and influence. The industry's broader impact is also noteworthy, as other companies start to recognize the benefits of nearshoring strategies, seeing Mexico as a critical hub for future EV production.
<br>description: 碩士
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