航空業因應全球化經濟發展而成長，運輸量的增加使得航空業在近十年間收入增加約一倍，但商用航空業從1970年代發展迄今約四十年裡，平均淨利率約為0.1%，較航空業的加權平均資金成本（weighted average cost of capital, WACC）7%~8%（IATA, 2011）為低。在需求和供給都呈現成長的經濟環境下，航空業的獲利力情況相較其他產業並不出色，因此瞭解航空公司之經營策略對整體產業之發展具有意義。本研究首要以Michael E. Porter（1980）提出的五力分析法針對航空產業的經營環境進行分析，透過瞭解航空業的產業特性以探討航空業其獲利力偏低的原因，進而分析五力如何影響航空業的經營策略。從大趨勢中說明同業為何會從昔日的競爭夥伴演變成今日不可或缺的合作夥伴，最後以時間軸序介紹航空產業競合策略的演變。 本文接著對美國聯合航空公司與日本全日空公司成立事業共同體的個別案例進行質化研究，分析聯合航空公司在亞洲市場的競合策略，瞭解聯合航空公司與全日空公司間競爭與合作的要素，利用Brandenburger and Nalebuff（1996）所提出的價值網，探討聯合航空與全日空之間橫向聯繫的關鍵因素，融合競爭與合作兩個層面以找出新的經營思維，說明航空業的發展方向及其可採取的行動，以改善產業結構提升獲利。

台灣有超過90%是中小企業，這些中小企業在成長的過程中必定都經歷許多與對手資源條件不對稱的競爭情境，由於競爭是企業成長過程中的現實常態，而弱勢企業在技術貧乏、資金匱乏、人才缺乏的狀況下，雖然是競局下的弱者，但為了生存即使所有條件皆不佳，仍有許多成功的案例，這些弱勢企業能運用許多方式累積資源配合策略運用，逆勢突破成長。 本個案研究的內容，是以一家台灣PC零組件中小企業廠商(S公司)切入亞洲PC品牌大廠供應鍊的歷程進行分析。2000年初，看到PC在新興市場仍有持續成長的動能，S公司為了加快企業成長，希望藉由攻入此PC品牌大廠供應鍊，能與客戶共同成長。然而，在攻入過程中，S公司面對零組件產業中前兩大世界級大廠的競爭及防堵，由於對手已經在目標客戶經營多年，有形及無形資源強大，關係網亦十分穩固，但S公司仍在競爭過程中找出合適的對應方式並逆勢成長，並成為主力供應商之一。 本研究整理及歸納許多相關理論及個案分析提供參考，期待在未來有其他類似問題及狀況的企業，在參考本研究中所提供的經驗及解決方案後能有收穫，可更順利的進入客戶供應鍊，使業務順利推展，企業加速成長。

廠商間的行動與回應是競爭的基石 (Chen and MacMillan, 1992; Chen and Miller, 1994; Smith, Grimm, Chen, and Gannon, 1989)。行動是廠商分析競爭環境後，所得出競爭優勢的一種展現；行動也是分析競爭者後，針對所預期競爭對手反應，在擬定之替代性方案中所做的選擇的實踐。 動態競爭理論對競爭互動的討論已略有共識 (Chen and MacMillan, 1992; Chen, 1996)，但其研究標的多為市場中競爭者之間的攻擊與反擊，對於以合作模式所萌發的廠商間關係，究竟是如何在合作關係之上發展出競爭，學術的研究仍在逐步累積之中 (Chen, 2002; 2008; Brandenburger and Nalebuff, 1996; Peng and Bourne, 2009; Peng, Pike, Yang, and Roos, 2012)。 本論文主張，代工廠自創品牌時與品牌商的競爭互動即是一套套合作與競爭的策略組合，廠商的決策與行動反映了廠商所偵測到的環境變化與所自我評估的能耐水平，並納入競合思維，而推測彼此之競合互動的模式時則可以賽局理論為依據(Camerer, 1991; Brandenburger and Nalebuff, 1995; 1996; Day and Reibstein, 1997; Chen, 2008)。 本研究探討之研究問題包括: (一) 究竟代工廠在什麼情況下會考慮進行垂直整合來自創品牌？(二) 代工廠決定自創品牌後，其自創品牌的競合策略行動與考量為何? 本研究的研究設計採Eisenhardt (1989) 之歸納性個案研究法，選取的個案公司為10家名列台灣20大國際品牌之廠商，資料蒐集來自多重來源之初級與次級資料，包含與企業主與高階管理者之面對面訪談，以及網站資訊、報章報導、公司簡介與年報財報等等。本研究的分析單位是廠商自創品牌的決策及自創品牌的行動與回應。 針對研究問題一，本論文發現對自創品牌之代工廠來說，產業環境中的變化會使得代工廠改變其目標內涵與目標水準。產業環境可歸納出兩個子構面，一個是自創品牌的壓力，另一個是自創品牌的誘因。誘因與壓力的交互影響決定了代工廠自創品牌的意願；其中自創品牌的誘因對自創品牌的意願影響程度較高。 針對研究問題二，本論文發現代工廠自創品牌行動的作法是根據大環境，代工廠與品牌商的矛盾，代工廠自身的能力、價值觀，以及品牌商的價值觀，以築高品牌商回應障礙為目標去反向推導出適當的自創品牌行動。在不同的產業環境與廠商關係之下，代工廠商會以不同行動與路徑來組合動態競合策略，以求取組織間競爭與合作的平衡。 / Action and response is the capstone of inter-organizational competition (Chen and MacMillan, 1992; Chen and Miller, 1994; Smith, Grimm, Chen, and Gannon, 1989)。Action manifests a firm’s competitive advantage that is derived from in-depth scanning and analysis of the environment; action also realizes the decision that derived among strategic alternatives and analysis of competitors ‘response. In the last few decades, competitive dynamic researchers have made some insightful discussion about action and response in inter-organization competition (Chen and MacMillan, 1992; Chen, 1996). However, the majority of the aforementioned researches focus on action and response among competitors; the study of inter-organization relationship among vertical value chain, or any other cooperative governance mode, is still mildly increasing and called for (Chen, 2002; 2008; Brandenburger and Nalebuff, 1996; Peng and Bourne, 2009; Peng, Pike, Yang, and Roos, 2012). This study submits that the competitive interactions between contract manufacturer and brand owner can be depicted as an array of combinations of competition and cooperation. The action and response that a firm chooses to take reflect firm’s thought on the change in the environment and the competency in the firm. Basing on game theory, this study incorporates the concept of competition-cooperative to infer and identify the possible interaction modes in a vertical relationship, particularly in the setting of cross-border contract manufacturing (Camerer, 1991; Brandenburger and Nalebuff, 1995; 1996; Day and Reibstein, 1997; Chen, 2008). This study aims to extend the discussion on competition and cooperation in a vertical relationship. In essence, two research questions are investigated. First, responding to the pressure and opportunity in the operating environment, what are the environmental and capability conditions that motivate a contract manufacturer to consider building own brand? Second, what are the own-brand building contract manufacturer’s concerns and modes underlying each competitive-cooperative action and reaction? In order to explore the nature of the strategic thinking behind contract manufacturer’s decision, this study employs a multiple-case design (Eisenhardt, 1989). Ten contract manufacturing firms, shortlisted from the list of Taiwan top 20 international enterprises, are selected for field studies. Data are collected from multiple sources, ranging from primary data and secondary data, via conducting interview with executive and reviewing through company websites, newspaper, company document, and published financial reports. In this thesis, the focus is the strategic thinking underlying the action and response of contract manufacturer who decides to go build own brand. This study discovers that the change in the environment leads the firm to alter the corporate objective and level of it. There are at least two analytic dimensions behind the strategic decision for a contract manufacturer to build own brand, one is the cost pressure existing in the inter-firm transaction; the other is the opportunity in the market. The interaction between transaction cost pressure and market opportunity impacts contract manufacturers’ level of willingness to build own brand. In this study, we find that market opportunity demonstrates a greater impact on contract manufacturer’s willingness to build own brand. Furthermore, this study discovers that contract manufacturers pave their way of brand building based on the analysis of action and response. An action is determined by identifying change in the environment, anticipating level of conflict in the vertical relationship, and gauging the level of competency and value held by transaction partners in a vertical relationship. Additionally, this study discovers that contract manufacturer formulates a dynamic co-optition strategy that employ an array of action and response as well as a variety of paths on the way to build own brand, with the intension to further strike a good balance between the inter-organizational competition and cooperation.

早期台灣畫廊的經營者，多是美術系所畢業或研習美術相關者。當時因畫廊尚未形成一個產業，經營者因為擁有人脈和資源，彼此集中性高，所以在經營管理上趨向封閉，集中與被動。 八零年代當國內經濟的自由繁榮發展，台灣社會對藝術的需求漸增而促使畫廊產業化時，就關鍵性地決定了台灣畫廊業是「需求導向」的產業。由於是需求市場導向，各家畫廊買賣交易的畫作內容就容易呈現相當的一致性，於是畫廊紛紛投入經營本土藝術家。到九零年代達競爭激烈，然後到了千禧年後隨市場焦點的轉移到中國當代、亞洲當代、和台灣當代藝術的經營，擴大的經營區塊使台灣畫廊業面臨許多考驗。其經營模式從被動走向主動，從被動式提供展覽場地到積極規劃畫廊內展覽，積極介紹推銷畫作，建立收藏家名單，畫廊之間彼此競爭。這批台灣畫廊第一代經營者的模式，主要著眼於強調培養並建立與本土藝術家如同家人般緊密的人際關係，憑靠長期積累建立的關係以人情價取得作品，再參考二手拍賣市場，以當時屢屢升溫的行情價向收藏家賣出。 中國熱在全球發酵，中國藝術家成為新收藏標的，藝術市場的規模及消費能力一躍千里。本研究的目的是先分析藝術家、畫廊、收藏家、拍賣公司、美術館及學術界之間的微妙關係，更進一步的幫助畫廊找到其關鍵核心能力，建立畫廊品牌並且鞏固自己的人脈。最後探討台灣畫廊如何面對亞洲藝術市場的成長，順應趨勢來調整方向？哪些異質性創新決定了畫廊競爭力？及如何運用策略性思考達到永續經營的方向？ / Prior to the 1980s, art galleries are mostly owned and run by arts students and practitioners. In those days, galleries have not developed as an economic sector. Their business was heavily relying on the owners' personal resources and connections. It was therefore inward focused in management and outlook. Demand for art works increased as Taiwan's economy prospered since the 1980s. It has led to the industrialization of galleries in Taiwan, fundamentally defined it as a "demand-orientated" sector. Because of this demand-orientated nature of the sector, art works that form the subject matter for the sales by the galleries have become similar across the sector. Galleries have therefore striven to scout for local artists whose works may be marketable. Competition within the sector has turned fierce as it evolved into the 1990s. And, as the sector went into the 2000s, with the opening of the market in mainland China and elsewhere in Asia, focus of Taiwan's galleries has further expanded. The way galleries are run have evolved from passive to active business development. Exhibitions, promotional tours, and formation of collectors' groups and lists abound. Competition is intense. This is markedly different from and more transparent the way of the first-generation of these galleries, which relied often solely on personal connections and a model in which profits are taken from the gap between the secondhand market and that among the private collectors. In recent years, works by mainland Chinese artists have been sought after extensively. The economy of scale of the market for art works and the financial resources devoted to such market have multiplied. This research studies the delicate relationship among artists, galleries, collectors, auctioneers, museums and the academia. It is hoped that this research will help Taiwan's galleries in their development of core competency and network . Last but not least, this research also seeks to explore questions such as how Taiwan's galleries can benefit from the growth of Asia's market for art works, what features are to determine galleries' competitiveness, and how such features and strategic planning can help achieve sustainable trading?

本文研究重點在台灣航空票務市場上的銷售通路分析，利用國外市場包括已開發國家美國、日本市場在這領域的趨勢發展，來和台灣國內的市場現況作比較分析；而大陸市場以（上海為主）的引用，則是著眼在兩岸直航業務正大力發展，市場潛力和影響力都有無限可能，因此也特別收集資料作為比較參考的目標之一。也由於票務市場的銷售通路多元發展、多管齊發，在總結歸納下依同業（B2B）和直客（B2C）來作區隔。因二者的通路業務在市場上仍有部份重疊衝突的地方，可透過理論模式的導入分析，清楚得知。特別介紹 E航國內前三大代理批售旅行社在市場通路上的開發建構情況與實際業績佔比的消長比較，都深受各家業者在市場策略的制定和經營重心的支配。 研究中主要以票務銷售的市場通路經營為核心。因此首先利用STP模式來作市場區隔和產品定位，輔以AIETA模式說明，再透過4P+4C的銷售工具和邏輯作奧援解析，清楚明白B2B2C的通路生態鏈的異同之處。利用垂直銜接和水平整合作互補，提高效益的同時，也能降低成本，不論是業者或消費者都能達到多贏策略。在文中又以競合策略理論論述三批售商在通路經營上的轉型歷程所面臨的狀況，雖能研究之前的業績消長和影響因素，但仍需要時間驗證優勝劣敗，端賴往後決策者的經營智慧和執行力。最後再以策略管理中的產業矩陣模式分析，在產業環境中產品通路與營運範疇的公司競爭力，透過SWOT分類出弱勢和威脅落點的策略型態，作最後的總檢視，也將全文研究作一對應結論。希望能更清楚現行的市場通路競爭力不足之處，也可明白未來努力改進強化的方向！ 可以發覺到任何通路、任何市場網際網路的電子商務開發和專業平台的建置已是趨勢，更是現在競爭力爭高下的決戰點！不只是入門的基本配備，也都更持續研發高階進化的功能，以簡化流程、加速大量去化！雖然機位機票的銷售對通路批售商無任何的庫存壓力，但對供應商航空公司卻有無比沉重的時效性負擔！因為機位和飯店是最無存貨價值的商品，起飛後空位價值轉為零。因應配合產品銷售特性，讓我們拭目以待更快速、更高效率的電子商務模式出現。 能有機會親上一線市場通路佈局規劃銷售競爭，結合所知所學和所體驗、所經歷彙整成此一研究，是不可多得的際遇！雖然市場通路銷售歸類畫分為二：B2B，B2C。但就猶如當今的尖端3C產業也是在0和1的程式邏輯中演化銳變成今日超級明星產業，看似簡單其實包含無窮的變化與複雜。 / This research report is focused on analyzing the air tickets sales channels in Taiwan’s airline industry market through the comparison of its evolving trend in the developed country such us United States and Japan versus that in the Taiwan market. Furthermore, Mainland China’s booming travel market is adduced in this research while using Shanghai as the focal city because of the impact and the unlimited potentiality that have been brought onto it by the unfolding cross-strait direct flight service. I particularly collected relevant data for this market with the intension to use it as one of the comparison targets. Moreover, due to the multiple developed sales channels present in the market, I have segmented my conclusion into 2 categories: B2B and B2C. Nevertheless, I adduce theories and models as analysis tool to illuminate the overlapped and conflicting area between the B2B and B2C sales channels. In my research, I also use E-airline’s top 3 wholesalers in Taiwan’s air tickets sales market to explore on how each of its market strategy and business focus attribute to their business performance and market share. The core target of my research thesis is aimed at the sales channels of air tickets. STP model is firstly being used for market segmentation and product positioning; AIETA model is used as a supporting measure. It is then followed by 4P + 4C sales tool to support the logic flow and to illuminate the discrepancy on B2B2C channel chain. The combination of both the vertical link and horizontal integration has served as a complement to increase efficiency and reduce cost. This in return brings forward a win-win strategy that benefits both the general agencies and consumers. In the thesis, the concept of co-opetition is being adopted to discourse upon the situations being encountered by the aforementioned 3 wholesalers during their transitional process. Although my study can focus on the ebb and flow of their performance as well as the co-related attributing factors, it takes time to attest to the survival of the fittest depending on the business operation wisdom and the executing ability of their policy makers. Lastly the industry-matrix model is being applied to analyze the company’s competing edges on the product sale and operation scope in the industry; while SWOT model is adduced as a final review to verify which strategic pattern falls on the quadrant of weakness and threat; this overall derives to the conclusion of my thesis. Hopefully, it will shed lights on the lacking area that lies in the present market sales channels and will illuminate the direction leading to a more prominent future in the industry. It is also worth mentioning that the trend in the e-commerce and professional platform development through internet has inevitably become the crucial factor that leads to success in the competing battle field. Not only the basic threshold, the continual research for advancement, the simplified procedures and the capacity for expansion are all important competing factors. Although the air tickets wholesalers carry no ticket inventory pressure upon themselves, the airliners have to bear the heavy burden of timely sales of their products. Empty airline seat loses its commodity value the moment the aircraft taking off, just like the hotel room inventory which zeros out its value with the past of time. To better utilize the time sensitive products provided by the airliners and hotels, it is foreseeable that more speedy and high efficient sales channels will be prevalent in the days ahead of us through the evolving e-commerce business model. Having the opportunity to involve my research with the forefront sales channel distribution and to intertwine it with the competitive edges in the market based on my personal background and related knowledge is quite a unique experience. Although the sales channels in my research have been segmented into B2B and B2C, the emerging 3C technology will inevitably become tomorrow’s superstar in the industry. Just like the progressive evolution of 0 and 1 equation through the logic flow, something appears easy and simple on the surface may carry an inexplicable complexity of its own.

金融科技(Fintech)，結合了 Financial 和 Technology 二個單字所組合，泛指一群企業運用科技手段使得金融服務變得更有效率，進而形成一個產業。這些科技公司運用了通路（硬體或平台）或是技術（大數據、區塊鏈、物聯網等等）和金融服務做結合，進而改善或提供新的金融服務，而這些創新的商業模式，也讓科技公司進入了金融科技這個領域。 本研究採用個案研究法藉由個案公司來找出他們的商業模式加以分析，探討個案公司之商業模式，找出關鍵成功因素及探討個案公司與金融科技業者及金融業者之競合策略。 本研究主要目的在融合學術架構、產業實務，找出金融科技業關鍵成功因素，如何有效運用產業、商業模式與競合策略這三層面向，來協助達成金融科技業成長的目的。

本研究藉由研究單一的IC設計業者，蒐集、分析IC產業的生態環境與競合關係，藉以認識台灣IC半導體產業目前所處之全球戰略地位，並瞭解產業實際面臨的困境，進而探討關鍵要因，規劃並建構出將來中、長期，在全球化過程中可以努力的策略目標。 在研究架構方面，從宏觀面參照麥可•波特的「鑽石理論架構」，對整體IC產業在國家層次，進行全面性、比較利益型態的探討，並且以時間軸著眼，分析過去至目前的發展歷程，再預估未來可能遭遇的機會與挑戰。其次運用波特所提出的「五力分析」，解構台灣IC設計業的生態環境，瞭解產業內既有的競爭者、潛在進入者、可能替代品所分別擁有的競爭能力與相應策略，再從供應商、消費者的角度探討彼此之間的競爭與合作關係。 最后，以單一公司 (威盛公司)為案例，運用波特的「競爭策略」、布蘭登柏格與奈勒波的「競合策略」理論方法，進一步探討，發生在台灣業者本身的實際案例，進而歸納出未來值得努力的方向。希望能在眾多數本土產業逐漸西移的趨勢下，為台灣的IC設計產業找尋出一條與眾不同、可長可久的前進道路。

全世界染料工業正面臨著環保壓力、生態要求、紡織品生產版圖轉移、全球佈局、技術更新、成本上升、價格競爭與利潤降低等種種因素挑戰。使得染料工業的在90年代初發生了大規模之變革。染料的生產與供應中心由歐美國家向亞洲轉移，促進亞洲國家染料工業之發展，特別是中國 。目前中國分散染料產量佔全世界分散染料產量83% ，反之H公司雖然挾著世界最大紡織染化集團及擁有250年染料生產與銷售的光榮歷史，亦差點被這一波全球化浪潮所淹沒。因此H公司於這波全球化浪潮下的所面臨之發展瓶頸與困境，也正是所有外商染料公司所面臨之共同課題。脫離瓶頸與困境再重生之鑰，在於如何與中國廠商發展出既競爭又合作之關係。 經實際參與H公司的業務經營及利用學術界的五力分析、SWOT分析、和策略行銷4C成本理論，來分析產業趨勢及H公司的發展現況、優缺點，及核心競爭力，藉以找出如何與中國廠商發展出既競爭又合作之競合策略。 經研究結果顯示，H公司必須於全系列分散染料產品利用中國廠商之成本優勢來進行OEM、技術授權、策略聯盟、購併等策略，這些策略之交互運用將可有效降低H公司之買者外顯單位效益成本。並於PES CLASSIC與PES AUTOMOTIVE OTHERS系列進行買者資訊搜尋成本改善，及對PES CLASSIC系列之買者專屬陷入成本進行提昇 。透過上述之策略改善，加上繼續保持H公司其他產品系列於買者資訊搜尋成本、買者道德成本、買者專屬陷入成本之優勢，如此將可有效提升H公司之核心競爭力，並建立起良性之4C循環營運模式。

金融科技的快速發展，對金融業經營帶來了巨大的衝擊。本研究分析國外銀行的分行發展趨勢，發現其轉型的主要動機為降低成本以提高效率及數位化轉型，在經營策略上多有裁撤分行與人力的現象，對現有分行也朝向多元化的經營型態發展;另分析國內銀行發現，過去以實體分行為獲利主要引擎的商業銀行，雖無大量分行裁撤情形，但近幾年在經營策略上也都開始進行數位化的調整。顯見數位化與行動化的浪潮，已對金融業的經營模式造成顛覆性的改變。本研究亦藉由訪談國內具代表性之銀行，瞭解在數位環境下的分行轉型及建置原生數位銀行的實務作法。綜合本研究之分析得到以下結論： (一) 實體分行與數位銀行是相輔相成，經營型態將更多元化與彈性。 (二) 建立重視客戶體驗的企業文化，提升行員銷售與服務加值功能。 (三) 虛實通路整合發揮全通路價值，化競爭為互補，提升競爭優勢。 數位化智能設備的建置是金額龐大的投資，透過本研究也建議銀行業者要審視客戶實際需求與內部流程系統的整合程度，謹慎評估再適量配置。在銀行規劃數位轉型策略上，本研究也提出四大建議： (一) 客製化：學習零售業思維，重視客戶的聲音與市場的需求。 (二) 一致化：效法製造業管理，確保多通路一致性的流程與品質。 (三) 參與性：善用社群媒體經營互動，透過大數據行銷與服務無縫接軌。 (四) 安全性：建立安全可信任交易環境，關鍵風險指標全面即時監控。

兩兆雙星產業的誕生正式宣告了面板產業將在台灣市場中造就無限的商機，在此商機的背後隱藏著一個交錯而複雜的供應鏈；期間為搶奪商機爭取訂單，供應商之間競爭關係日益激烈且多變，然而有一現象逐漸受到重視，即是有條件地在競爭狀態中尋求可能合作的部份，藉以找到彼此各自的商業利益，達到雙贏的目標。本研究是以探討各廠商在面對供應鏈上下游廠商之不同關係，如何採取因應的平衡策略使其商業活動的綜效達到最大。 現今的供應鏈關係網絡之中，普遍發生既競爭又合作的現象，而此現象又不斷地交錯伴隨此產業的成長，其競爭與合作的模式必然存在著許多關鍵因素，影響並發展出各供應廠商間的最大商業利益的綜效，因此找出其間存在的競合策略思維是本論文所要探討的重點。而本研究則從各廠商的觀點切入，探討在面對供應鏈網絡中的競合關係變化及因應之道，據此提出六個研究問題。 本研究針對面板供應鏈之現況為例，收集原材料供應商(M公司)、原有加工廠商(A公司)、新加工廠商(B公司)與主要客戶(C公司)的互動為研究對象，針對其目前之供應鏈聯合狀態進行訪談，並透過所設計之問卷進行面談採訪，收集質化分析之第一手資料，透過產業訪談結果歸結相關的研究結論如下： 1. 在此聯合關係的研究當中，共計有16項聯合關係，其中有8項關係為過度聯合關係，而另8項關係為聯合不足；顯示供應鏈中確實存在聯合關係為過度或不足之情況。 2. 當過度聯合時，原材料商通常採取「差別取價」、「控制關鍵市場訊息」及「客製化服務」；新舊加工廠則常用「尋求替代品或供應商」及「客製化服務」之策略；最後以主要客戶則採取「控制市場訂單」與「控制市場關鍵訊息」策略。 3. 原材料商之「產品技術能力」及「產品研發能力」的資源條件通常伴隨「差別取價」策略，用以調整聯合關係狀態，而加工廠之「價格競爭能力」與「客戶關係能力」則較常促成「尋求替代品或供應商」策略的形成，此狀況在加工廠商為焦點公司時最為頻繁。 4. 廠商間為快速調整聯合關係，短期也通常以降低成本或售價的策略，因此供應鏈中的成員若要思考如何達成企業的最大商業利益，掌握或增進具競爭差異的資源條件是相當重要的課題。 5. 當二元關係之「相對技術能力」、「相對客戶關係」及「相對重要性」較高時，通常採取「差別取價」或「尋求替代品或供應商」策略。 6. 在策略選項中「獨家壟斷」及「供貨限制」較少被採用。 關鍵字 面板產業、供應鏈關係網絡、平衡策略、競爭策略、競合策略、合作策略。 / The two trillion and twin star business be created in Taiwan means the display industry will provide a inestimable business opportunity. LCD was announced as the most infinite business potential while semi-con and LCD industry booming in Taiwan. However, this business potential brought a complicated supply chain. In order to gain more share, the competition situation among the suppliers became server and diversified. One phenomenon was highlighted that how to find a coworker with certain criteria to benefit both party, then make the win-win situation. This assay was to study different relationships which suppliers faced to up-stream and down-stream players. And how to take a balanced strategy to maximize business synergy is our main lesson learnt in this assay. It is normal to find the phenomenon of competition with cooperation in current supply chain network. Since the industry grows with the phenomenon continuously, there should be some critical factors within the model of competition and cooperation. These will impact and influence the synergy of maximum business interests among the suppliers. Therefore, finding out the methodology of coopetition is what we want to discuss in this assay. The study will start form business point of view in each suppliers. Then discuss how to react to the change of coopetition among supply chain networks. We studied from the example of current LCD supply chain. M company was one of the raw material suppliers, B company was a new converter in the value chain, and C company is main customer to use the materials. Then arranging interviews to figure out alliance condition within the relationship and to collect 1st hand qualitative data for further analysis. The conclusions of interviews and studies should be as following: 1. There are 16 relationships in alliance relationships. 8 among those 16 are over-alliance; while the other 8 are under-alliance ones. It shows that there really are over and under alliance situation within the supply chain. 2. When it comes to over-alliance, raw materials supplier often takes “price differentiation”,“control critical market information” and “customized service” to face the situation. Meanwhile, the converters use to take “find out a 2nd source material and supplier” and “customized service”. And main customer might “control the orders” and “control critical market information” as the reaction. 3. The resource condition of raw materials supplier such as “product technology skill” and “product development skill ”always bundle the“ price differentiation strategy”. It is helpful to regulate the coopetition situation. Again,the converters usually adopt the “find out a 2nd source material” strategy due to they have the resource condition of the “price competition ability” and “Customer relationship ability”. 4. To regulate the coopetition situation, there are many companies usually adopt the strategies such as cost down or reduce the selling price. On average, it is the key to increase the resource condition that have the differentiation competitive advantage if the company of this supply chain want to know how to gain the most business advantage. 5. The strategies of the“price differentiation”and “find out a 2nd source material and supplier” always be adopted due to the company possess the relativity relationship that are “relativity technology ability” 、” relativity customer relationship” and “ relativity importance”. 6. The strategies such as the “engage of business without competition” and “Control the distribuotion of goods” are less be adopted in this business. Key words : Display Market, The network of supply chain, Balance Strategy, Competitive Strategy, Coopetition Strategy, Cooperation Strategy