As more and more crimes about credit card appears, and every country¡¦s government pursues the improvement of efficiency, the smart card system has greater and greater market potential. The international credit card organizations forecasts 5 million million dollar-market of smart card relative systems. The IC Card System has been introduced to Taiwan since 20 years ago, but the government has never tried hard to make it popular. Facing the great potential market now, how do Taiwan¡¦s firms of IC Card Industry enter international markets and get competitive advantage? This is just the topic of this thesis. In recent years, the economy of main countries in world is in recession, and the United States is threatened seriously the terrorism. All the small countries whose economy depends on these dominant ones, such as the Asian four-dragons, are affected. Fortunately, Mainland China who has cheap human resource and enormously large market, takes an innovating open-door policy in recent years, bringing a new hope to the world¡¦s economy. With the trend of globalization and internationalization, and the change of the condition between the Taiwan Strait, what kind of competitive strategies should the firms of Taiwan¡¦s IC Card Industry take to get competitive advantage in national market for survival in future, is just our issue. First of all, we analyze the world¡¦s economy, the IT industry in Taiwan, and the IC Card Industry in Taiwan; then we use Porter¡¦s Diamond Model to find out Taiwan¡¦s national competitive advantage as below: 1. Taiwan has high quality human resource capable of design and complex process work. 2. Taiwan¡¦s enterprises have the advantage of flexibility and mobility. 3. Taiwan has the advantage of expanding business toward Mainland China. Secondly, we develop several strategies for Taiwan¡¦s IC Card Industry by Ansoff¡¦s and Porter¡¦s theories as follow: 1.Moving manufacturing center to the Mainland China; 2.Targeting the Mainland China as Main Market; 3.Taking good use of the advantage of second generation IC Card System. Finally, we do case study of Vstar Electronics Inc., the No.1 firm of Taiwan¡¦s IC Card Industry, to know the practical strategy and compare with theoretical ones. As one member of Taiwan¡¦s IC Card Industry, we hope to do something for the industry, by this study and some suggestion for the government.

本文以企業策略家Micnael Porter 1990年著作國家競爭優勢中的國家競 爭力之鑽石四條件互動為基礎，探討我國成品布產業現階段的作業品質及 下一階段之競爭策略。其中並以Werner International之分析方式，將全 球成品布業者分為四群，就鑽石四條件間互動方式的差異，確認我國與貼 身對手國的位階及與先進國的差異。本文實地訪談的地理範圍包括日本、 香港、大陸深圳、馬來西亞，實際訪談的國內外企業組織包括德國、日本 、香港、台灣約共60家，業務範圍包括化纖業、紡紗織布業、染整業、成 衣業、進口布料業、成品布外銷業者及協力廠商，希望能以「全球產業」 、「國際分工」的理性宏觀觀點來觀察。研究發現，我國化纖類成品布因 人纖技術的突破而具優勢，此優勢形成原因在於1960年代具競爭力的生產 要素中的高等因子；1990年代以後我國成品布業者，若仍繼續著非相關事 業多角化，在人材培育上無具體有力與全面的投資，我國的成品布將無法 在研發團隊的建立、織物設計能力與網路形成之三大工作上突破。本研究 中亦發現，我國成品布全體工作者的觀念與技術能力均有待全面的提升， 除非與先進國家各相應的組織進行密切的策略聯盟，僅靠自身的努力將不 足以提高四條件本身與互動的品質，亦即將無法超越國際分工的命定角色 ，而我國成品布業將只能成為香港與東南亞成衣業之供應源而已。自民 國78年迄今，我國成品布業者，尚只有零星而局部的在公司策略與組織的 調整上努力；至於人材培育與相關產業方面，看不出來有進步的趨向，就 短期而言，我國仍只能在生產基地移轉、彈性生產及短交期、短碼數接單 上獲利，至於新市場(通路)開拓與新產品開發(布料設計與行銷資訊之結 合)方面，仍有待我方長期的努力。