根據經濟部中小企業處的統計，至民國102 底止，台灣共有1,363,393 家登 記在案的公司，其中，約有97%的公司屬於中小型企業，也就是說，台灣要創造 下一波經濟成長，提升台灣的整體競爭力，勢必與「中小型企業」的管理有很大 的關係。如何推動中小企業成功，中小企業該如何管理，才是台灣最需要重視的 議題。 因此，本研究藉由策略行銷分析架構與«隱形冠軍»一書中所發展之中小企業 成功模式，以質化的個案研究方式，透過密集的訪談了解台灣某一中小型企業－ W 公司之經營模式，並據以分析中小型公司如何制定策略、累積內部競爭力，如 何處理與顧客間交易所衍生的策略成本－外顯單位效益成本、資訊搜尋成本、道 德危機成本、專屬陷入成本，找出W 公司所必頇處理的關鍵問題，並給予營運上的建議。本研究也詴圖將隱形冠軍的內容與策略行銷架構結合，歸納成一整合的 中小企業經營模式，希望能對中小企業的經營發展做出貢獻，並作為中小企業制 定策略、檢視營運之參考。

我國主機板業在短短不到二十年的時間內迅速竄起並獨霸全球，但由於市場的飽和、產品的規格化，主機板業邁向產業集中化及強者恒強、弱者恒弱的趨勢日趨明顯。因此，各廠商經營效率的改善及提升，及同業間生產規模擴展之競爭，乃至於對未來市場變化之因應便成為一重要研究之探究課題。 本研究採用問卷調查的方式，從主機板產業中選擇中國大陸大學二年級學生為研究對象，發現入學後購買電腦的學生比例達到71％。從各個時段的購買相對值來看，假期結束後回校的前兩個月是購買高峰。按購買電腦類型，DIY的整體份額在29％，筆記型電腦最高在62％；按計劃購買的性別來看，不論是男性或女性，皆是以筆記型電腦為主，其次是DIY；沒有計劃購買電腦的同學中，目前沒有需求是主要原因，而受限於價格是其次。質量可靠、知名品牌與朋友推薦是同學們選擇主板的主要因素。 產品規格及性價比，事先搜尋相關產品資訊確認主板產品的確能提供其廠商所強調的功能或價值，同學多會通過 「詢問朋友」、「媒體推薦」、「網上搜索」等來獲取相關信息，因此相關之「外顯單位效益成本」、「買者資訊搜尋成本」、「買者道德危機成本」等預算，應當維持相當水準， 對於「買者專屬陷入成本」的行銷預算，可以酌情減少， 當廠商了解客戶在面臨的問題及顧慮後，即可透過4C策略行銷的分析，設計出能夠解除客戶疑慮的方案，建立共識，降低雙方的交易成本及風險，以確保合作有個好的開始。本論文從廠商的角度以4C架構進行行銷策略分析，以協助廠商隨著專案進展也可以很方便地檢視各種策略組合，故即使是在多專案併行時，依然能有效掌握各種策略的執行。 / The motherboard industry has developed soon within 20 years and now become the top in the world. In 2000 the market share reached to 84.7%. However, due to the saturation of the whole market and the standardization of the products, it is obvious that the industry has stepped to centralization. The trend of “The stronger will be stronger; the weaker will be weaker” can be seen in the industry. Therefore, the improvement of efficiency, the competition within the industry, and the ways to cope with the market changes in the future are critical topics to research. This research adopted the method of questionnaire survey and took sophomore from universities in China as research objects. We could found in this research that the time students bought their computers concentrated on 2008 and 2009；That is, the frequency which students bought their computers peaked when they were freshmen and sophomore. Also, according to this research, we could found, in the type of computers students bought, that students who bought DIY computers account for 29% and who bought note books account for 62%, the highest percentage. Furthermore, we could found, in the gender who bought computers, that the percentage of boys who bought DIY computers is obviously greater than the percentage of girls and that the percentage of girls who bought note books is obviously greater than the percentage of boys. The primary factors influenced the decision that students bought motherboards are the quality, famous brand, and friends’ recommendation.

本研究是以中國大陸從2005 年到2010年的風力發電之複合材料葉片產業為背景，討論A公司如何從其原來所屬的防腐蝕複合材料行業，跨入一個完全不同應用的風力葉片複合材料行業。於產業進入過程中，有三家迥然不同規模、屬性、企業文化的企業，於過去數年在大陸市場的競爭為研究範疇。 而在這一市場中依其資本來源，可概分為外資、國企與民企三大類，而因著資本來源不同導致其管理團隊與決策模式，有著極大的差異，因此對交易過程的四種成本亦有相當大的認知與評價差異。而這三家競爭廠商於面對不同客戶屬性時，如何依據其個別公司的不同市場地位、公司資源與技術能量，而採行的市場競爭策略。 A公司於競爭初期，利用其既有的品牌知名度、人脈與通路，以降低C2為第一要務，而後利用C2在地優勢與國際原料大廠建立策略聯盟，產生C1的競爭優勢。進一步利用C1優勢降低客戶C3，隨著個案的增加，增強與上游供應鏈的談判力量，再回頭去強化C1的競爭優勢，以本研究所處的市場，所有的競爭最後都還是回到C1的競爭。並對未來的發展提出如何增強各個成本構面的建議，與提升公司淨利的建議。 / The background of this study is based on the wind blade industry of wind turbine from year 2005 till year 2010 in mainland China. We try to analysis how the company A crosses into an entire new industry – wind blade composites from their original anti-corrosion application. And the scope of this study based on these three enterprises with complete different scales, categories and cultures how to compete in mainland China wind blade composites industry in the past 5 years. We may distinguish those customers into three types based on their different capital compose: foreign enterprise, state own company and private company. Due to the different capital compose, it cause quite obvious difference between the business philosophy of the management team and decision model. It also caused huge difference in recognition and evaluation of four kinds of transaction cost. Those three major suppliers how to take different compete strategies when they are facing different customer attributes based on their own corporate market position, company resources and technology. At the very beginning stage, company A leverages its original brand name, connections and channels in composites industry to lower its C2 as first priority. And then company A tries to build the strategic alliances with those global material suppliers to create the compettive advantage of C1. The further step is to reduce customers’ C3 through its C1 advantage. The more customers company A gets, the more bargain power she has with her supplier chain and then she could strengthen her own C1 competitive strength. The most fundamental competition is always backing to C1 competition in wind blade composite section of wind energy industry in China.

台灣資訊服務業的興起，係源自於企業需要資訊服務以解決重複性作業及複雜的管理面問題，以及過去外商進入台灣市場促成產業的競爭發展。台灣資訊服務業者普遍存在有營運資本小、資源有限、產業鏈分工界線不明確的先天體質問題，又同時面臨內需市場小、進入障礙低、競爭者眾之環境面挑戰，在對外開拓國際市場時，又得面對瞬息萬變的環境競爭因素。 資通訊科技服務係為國家基礎建設，資通訊服務是伴隨著商業應用需求而來。繼電子、資訊及通訊產品發展成為占有台灣高達3成外銷比重之後，政府已將資訊服務業列入重點推動產業，期許能在既有的硬體產業優勢下，結合資訊服務業者於軟體質量的提升，打造台灣核心競爭優勢。尤其是資訊服務產業中占比重最高之系統整合業者，應如何建立核心競爭優勢，推出具競爭力的產品服務，建立與產業客戶的長期合作關係，並確保在利基市場上的交易競爭優勢，以求獲利與永續經營發展，是值得關切的議題。 本論文分析架構係以交易成本理論和策略行銷4C理論為基礎，以A公司個案分析為主軸。透過探討A公司發展歷程中如何建立4C行銷策略優勢，包括如何降低客戶之C1：外顯單位效益成本、C2：資訊搜尋成本、C3：道德危機成本，以及運用C4：專屬陷入成本等，以建立市場行銷優勢，並運用4C優勢，建立良性之4C循環，以求長期經營發展。A公司之行銷策略將可提供類似規模與背景的資訊服務業者參考之用。 研究分析A公司個案後，發現其4C循環策略為，建立C1優勢加強競爭力，藉由與C3優勢強者合作拓展通路以降低C2，在客戶端建立有利的C3和C4，並為符合客戶之C1需求，再強化C1之產品效用，建立更強的C3和C4；但其中最為注重C1，因為C1是競爭力的來源，是構成其他3個C的支撐點。 朝聚焦策略發展，並做好基礎技術研發和國際品質認證等基本功；對產品有明確之STP（Segmentation, Target, Positioning），並掌握市場動向之洞察力（street-smart insight），以對的產品切入對的市場（do it right），形成有利的4C循環，才能夠維持優於同業之表現。並在穩健創新經營原則下，掌握利基市場，因時因地制宜的運用4C行銷策略，才能確保4C競爭優勢。 / The advancement of Taiwan IT services is derived from the business needs for information service to solve duplicate activities and complicate management problems, and also contributed by the industrial competitions from foreign IT service companies’ entering Taiwan market. In Taiwan IT service industry there widely exist endowment problems like small operation capital, limited resources, vague supply chains, etc., and environmental challenges, such as the small domestic market, low industrial barrier, furious competitions, etc., and furthermore, there are changeable competition factors in exploring international markets. ICT services are the fundamental national infrastructure, and are accompanied by business application needs. As we know, electronic, information and communication products account for more than 30% of Taiwan exports. After this, with the expectation to create the core competitive strength for Taiwan, IT service industry is one of the key promotion targets chosen by the government, to combine the current hardware industrial strength with the upgrade of software quality and volume. Especially for system integration services, the majority type of IT service industry, it is always worthy to study how to build up its core competence, launch competitive product services, and establish long-term relationship with customers to ensure transaction strength in the niche market, gain profits and sustain for long. The research is based on the analysis framework of transaction cost theory, and strategic marketing 4C theory. The case study：Company A is the axis. By researching the development of Company A, to find how it can accumulate 4C strength, including how to lower customers’ external cost on utility, cost of information searches, cost of moral hazards, and better use cost of assets specificity to enter positive 4C cycles in the long run. Its marketing strategy can be used as a reference for the similar IT service companies. The finding of Company A’s 4C cycles is that, build up C1 power to strengthen its competitiveness, by alliance with C3 power enabled partners to lower C2, and establish customers positive C3 and C4. In the meantime, in accordance with the customer’s C1 needs to enforce the utility of C1, there is C3 and C4 competitiveness strengthened furthermore. Above all, it is suggested to focus on C1, and be aware that C1 is the source of competitiveness, and the leverage of other 3Cs. Deploy focus strategy, and elaborate the basic techniques of fundamental technology research and international quality assurance, with specific product STP（Segmentation, Target, Positioning）, street-smart insight and do-it-right, will form positive 4C cycles, which can result in better performance in the industry. Under the stable, innovative operation principles, catch niche markets and use strategic marketing 4C deliberately to ensure 4C competitive strength.