本研究針對「台灣儀器集團」在中國設立的H公司為觀察對象，該公司係中國測量產業中唯一一家較具規模與知名度的台灣公司。台灣儀器集團在進入中國前，台灣的業務範圍僅限於代理國外品牌儀器，並沒有從事製造活動。 H公司以沒有生產能力的背景到中國市場發展，經營的有聲有色。本研究的研究目的為(一)分析該公司在中國市場環境開放程度改變化、B2B市場的變化之下，是否影響H公司策略的採行。(二)中國測量儀器產業的產業概況H公司競爭優勢(三)未來經營方向建議。 透過回顧式縱貫研究法與個案分析法深入分析後，本研究發展出四個命題: 命題一: 台灣廠商在早期(2004年以前)的中國市場，相對於其他國外廠商具有先天的語言與文化優勢，相對於中國廠商具有策略靈活的優勢。 命題二:獨家代理商經營模式，在測量儀器產業已難維持過去的競爭優勢。 命題三:就4C交易成本理論而言，H公司在四個階段所能創造優勢的交易成本不同。隨著市場的激烈競爭、資訊透明，資訊蒐集成本下降，外顯成本從價格面去影響，道德危機成本與專屬資產成本則日益提高。 命題四:短期而言，Place、Price、Promotion可以創造優勢，但長期而言，必須擁有自己的Product，才能維持競爭優勢。 本研究貢獻在於不同的交易成本考量因市場發展階段的不同而異，以及H公司在中國測量儀器產業的關鍵成功因素為自有品質佳的產品，單純的代理商已難以維持優勢。 / In this thesis, we have taken “H Company” in china, established by the founder of “Taiwan instrument Group”, as a study case. Prior to the establishment of “H Company” in china, the business model of “Taiwan instrument Group” was the import of surveying measure into Taiwan, and the sales and services of these instruments, without any investments in the manufacturing of these instruments. Even without manufacturing capability, “H Company” was able to create sufficient competitive advantages to expand the business rapidly in china for some time. The theme of this study is (1) to observe how the strategies developed by “H Company” was influenced by the rapid changes of the B2B market and the other environmental factors in China, (2) to analyze the surveying instrument market in china and the changes of the competitive advantages of “H Company”, (3) to give some suggestions for “H Company” in the future. After analyzing with “Retrospective Longitudinal Approach” and “Case Study Approach”, four research propositions has been indentified: 1.In the early stage, compared to other foreign companies and local companies, Taiwanese companies have the advantages due to similar language and culture compared to foreign companies, while possessing superior marketing and business strategies compared to the local companies. 2.H Company could only maintain the competitive advantages from the model of exclusive distributorship for a limited time period. 3.By using the Transaction Cost Theory, one can explain the different transaction costs to gain the competitive advantages in different stages. As the market matures and becomes more efficient and transparent, competition will intensify, thereby reducing information searching cost, increasing the importance of explicit cost, moral transaction cost, and switching cost. 4.In a short run, competitive advantages due to successful strategies of place, price and promotion can overcome short comings of the product competitiveness, but in the long run, but competitive advantages from the product will be key factor to ensure long term success. The finding of the thesis is that difference transaction costs has to be considered in different competitive stages, and designing/manufacturing one’s own brand of products with good quality in the surveying instrument industry in China will be the next step for “H Company” to grow and evolve from its past business model of distributor.