特用化學產業為政府致力推動的「十大新興工業」之一，也是我國未來工業發展的重點，爰本研究的第一項動機即是希望對國內特用化學工業的生態作一番深入的暸解。此外，國際環境與科技的快速變化，歐美、日本等國際特用化學品大廠逐漸走向全球化、大型化以及專業化，許多中小型廠商因為不具規模經濟等原因，在國際競爭的舞台慘遭淘汰，但卻有些中型規模廠商在激烈競爭環境中仍能創造高成長、高獲利。所以，本研究希望找出這些表現卓越的企業背後成功的競爭優勢與經營策略，進一步探討其策略涵義，提供國內眾多的中型特用化學品業者一個經營的參考，此為本研究的動機之二。 　　本文採用個案研究法，探討在業界中表現卓越的染顏料公司的經營策略。本研究架構係採用Aaker的理論架構來進行內外在分析與策略規劃。研究架構分為四個階段：一、首先進行內外在分析，以界定外在環境中的機會與威脅，與該產業的關鍵成功因素，並剖析個案公司所擁有的優劣勢。二、根據以上分析，歸納出該公司所面臨的問題。三、制定經營策略，以及在該策略下擬定競爭策略與營運策略。 　　經過本研究分析後發現，國內特用化學產業的染顏料業關鍵成功因素為：原料來源、產品配方、品質穩定性、研發能力、應用技術服務，以及完整產品線。另外從內外在環境分析及條件前提來看，建議個案公司未來採取成長的根本策略，分別為短期：市場滲透策略，長期：產品擴張策略，此種策略最能發揮個案公司的核心能力，並能繼續累積未來的競爭武器。 　　本研究對其他中型特用化學業者的建議為，中型特用化學業者必須採取檢討本身的優劣勢，採取差異化集中路線，建立自己特色，找尋自己的利基市場，吸引特定目標族群顧客，以建立顧客忠誠度，才能有生存空間。 　　對後續研究者的建議為可同時研究好幾家國內中型特用化學業者，比較所採行的經營策略及其績效的差異，以作出對中型特用化學業者更一般化的歸納原則。另外，可針對國外已經進行分割重組的染顏料大廠的經營策略與績效作深入探討分析，並與中型特用化學業者的經營策略與績效作一比較，作為國內業者改進的基礎。

台灣化工業中有一個非常小的一支系，那就是紡織行業供應鍊上游中的染顏料業；建築業、印刷業、塑膠業供應鍊中的顏料業。在1970 年代亞洲四小龍開始活躍於輕工業界為全世界提供產品，台灣的紡織業、建築業、印刷業、塑膠業蓬勃發展，伴隨著以上行業的需求，大量自德、瑞士、英、美、日高價進口染顏料，讓台灣化工業者嗅覺到了商機，紛紛跳進染顏料業。這行業一直興旺到1990年代。中國大陸在1982年開始改革開放，開始時候對於生活基本物資飢渴般的需求，造成亞洲四小龍景氣到最高峰。台灣的染顏料業者此時以多年獲利紛紛尋求上市上櫃擴大獲利。在1990年代後期，中國大陸各地在紡織業、建築業、塑膠業投入大筆資金分別加入競爭是典型的競爭合流。 台灣染顏料業者A公司此時已感受到競爭，尋求走出競爭漩渦。本研究以個案探討的方式，深入研究台灣染顏料業者A公司如何走經由更新策略多角化經營、組織變革、開展新行業研發、產品技術紮根，建立技術團隊，由無到有建立生產工廠，以新產品進入新領域，銷售團隊建立，新品牌、市場行銷通路建置，由染顏料業者踏入生化醫藥產品領域，藉此討論以下三個問題： 1. A公司如何找出自己的組織能耐？ 2. A公司如何進入新領域？ 3. A公司從研發到商業化途徑中組織有何變化？ 研究發現與顯示，A公司發現了原公司技術已經擴散，本身從事的行業面臨同業突破技術障礙，以相同產品競爭，產品削價競爭，從而由此發起內部策略會議，找出自己的組織能耐為製造技術、世界四十餘國行銷通路、檢測能力、設計工廠能力、研發能力、技術與管理人力資源、高階管理人員願景與決策執行能力等，積極訂出新領域目標，集中資源包括公司財力、人員、尋求政府支持，與外部協同研發、尋找行業資深專家等進一步加強組織能耐。以行為變革、結構變革、技術變革等方針進入新的領域，因應新公司活動，變更組織成立新研發專職部門，以專案組織變動模式執行技術突破與市場滲透，而此活動帶來了新的目標，將公司資源配置移轉至研發活動，成功克服各項進入障礙後，進而公司組織再造改組，獨立出新部門成立新公開發行公司。 從研發到展開商業化的過程中面臨到企業文化的改變，組織成員對於新產品領域的不同文化與管理帶來的衝擊，新領域中由內部工作流程、組織功能、作業管理的不同，延伸到外部供應鏈管理、多國通路建立、不同政府法規要求的不同的衝擊。組織拆解出新公司重組後，與原公司各有不同內部文化組織功能。 本研究對L公司後續發展的建議： 建立學習型組織充分傳承組織能耐進一步再突破創新，並將新進入行業的類胡蘿蔔素產品應用創新橫向切入飼料、醫藥領域。 研究對於A公司染顏料部門的後續發展的建議: 一、 針對能縮短製程時間節能、降低排汙的環保製程或產品必是未來行業趨勢，如何以專利保障研究成果，需要設定好策略與規劃步驟。 二、 對於染料消費者其中一群體：汽車用椅套墊染色業的後續發展的建議；傳統配方為了求高日曬牢度，所使用的染料多為舊型化學結構，較高汙染排放品項，技術創新上可應用綠色化學製程、篩選開發新結構、新配方、使用新助劑、新後段加工製程，把上游的生產供應鏈污染排放量降低下來，成為對環境更友善產品。所作市場通路策略上改變以如「XX環保綠色標章」標示於產品及下游紡織產品吊牌上，如「Intel Inside」一樣的光榮貼上。 三、 價值鏈活動上投入更多資源發展品牌與擴大原有通路規模。 / Chemical industry in Taiwan has a tiny sub stream, that is Dyestuff and pigment business, It is located in the upper tiers of the Textile business supply chain. Four of Asia countries in 1970s became most active roles in the world’s light industry. Meanwhile the Textile and related industries in Taiwan began to flourish, Accompanied by the huge needs of this industries, a large number dyestuff and pigment imported at high prices from the Germany, the Switzerland, the Great Britain (U.K.), the United States, Japan. At this moment, the chemical industry companies in Taiwan found these was very good opportunity to produce the products, Some company they Jumped into the dyestuff and pigment business. On the another side of Taiwan strait, China begun to open domestic market in 1982,At the beginning, The basic materials for living needs hungrily, Causing the the four Asian 4 countries economy went to the peak of the records. Thus the industry has been continuing thriving through the 1990s. In China, some of industry invested a large quantities of resources as a follower, it was typical of the competition convergence. Case “A “ (“A”)company in Taiwan at that moment felt the competition, seeking a way goes out of the competition. This study will discuss a case study, Which will have a in-depth study of dyestuff and pigment industry in Taiwan ，This company how to update their strategy into the diversification strategy, organizational change, new industry research and development, deep in product technology research and, the establishment of technical team. From none to new plant facilitating, Invented new products into new business, sales team, building, new branding, and set up marketing channels. By the case of dyestuff and pigment industry company moved into the area of biochemical and pharmaceutical fields, Three questions will be addressed as followings : 1. How “A “company found out their organization capability? 2. How “A “company entered into new business territories? 3. From the R&D stage to the commercialization stage ；What was organization changed happened in the” A” company? In this study had found and showed that when” A “company faced of their competitors broke out their technical barriers; the same product competitiveness in the market, Low-price competition. “A “company held an internal strategy conference leaded to find out their owned organizational capabilities, Set up a project team in dynamic way to perform technical break through and market penetration. The company’s resources moved and allocated toward R&D activities, further to restructure of the company reorganization; then spun off a new independent company. From the R&D stage went to the commercialized stage , The company had cultural and administrative changes , which brought impact to the members . The differences came from internal factors; work flows, operation procedures, organization functions. To the external factors; multinational sales channels, different regulations from the different countries. When the new “L” company spun off form the “A” company, Both company keep their own regulations and company cultures . Accordance with the study findings, there are some recommendations offered to the companies. To “L” company: 1. Building a learning organization; introduced new technologies products to the Carotenoids family product application, Invent innovative products goes into the feed and pharmaceutical field. To “A” company: 1. Follow the trend of needs, Optimized process times work flow, Low pollutive process and products will be the future trend, Set up a proper patent strategy to keep the value inside of “A” company. 2. To one of the dyestuff application sector – car seat textile sector ; The traditional recipe contains a lot of old, pollutive process products, It should be switched to green chemistry methods, newly selected structure, new auxillaries, new finishing process. Which can reduce the total pollution form the top of supply chain, become greener and more environmental friendly products . Place a honorable “Green environmental “tag, Like the well known” Intel inside “ tag as a market differentiation symbol