鋰離子電池（Li-Ion Battery）在筆記型電腦產品的應用性愈來愈高，而臺灣廠商在筆記型電腦產品之產業鏈上素來扮演重要地位，鋰離子電池產業也不例外。然而，環顧目前全球筆記型電腦鋰離子電池產業，日本與韓國廠商一方面供應筆記型電腦所使用的18650電池芯給台灣的電池組裝廠，另一方面在電池組上與台灣組裝廠競爭電池組的市場。而臺灣廠商在日本、韓國等電池芯供應商的夾擊下，該要如何找到出路？ 本研究利用Brandenburger & Nalebuff（1996）在「競合策略」（Co-opetition）一書中發表的賽局理論為架構，利用賽局理論的架構探討臺灣電池組裝廠廠商在全球筆記型電腦鋰離子電池產業的定位。本研究採個案研究法深入訪談個案公司的高階主管，以瞭解其與供應商、競爭者的競合關係。由個案分析與研究發現得出研究結論如下: 結論一：明確的客戶選擇與產品策略，有助於凝聚內部的共識，創造對客戶和對供應商附加價值。 結論二：面對強勢的供應商，並且積極的爭取下游客戶的競爭下，企業要積極扮演好客戶期待的角色，並進一步藉由客戶的力量來提升供應商的服務。 結論三：企業透過不同的價值活動來展現技術和未來的發展力，可以提升在客戶端的價值地位；也可以讓供應商廠感受威脅來提升供貨的服務。 結論四：企業藉由客戶、互補者在其他產業的連結，有助於擴展產品的範圍及開發新的客戶。 / Lithium Ion Battery is getting more widely used at portable electronic products, particularly at laptop PC. In laptop PC industry, Taiwanese manufacturers have been playing important role in the worldwide supply chain, and Taiwanese battery pack makers also have significant share of computing batteries market for laptop PC in past years. Most of computing batteries adopt 18650 Lithium ion cell which is the most significant cost factor of a computing battery pack. Taiwanese battery pack makers source the Lithium ion cells mainly from Korean and Japanese Lithium ion cell suppliers. However, these cell suppliers are not only supply cells to pack makers, but also build the packs to compete against Taiwanese suppliers in pack market. Facing the competition from suppliers in end market, how can Taiwan pack makers survive in the battery pack business? This research uses "Co-opetition" of Game Theory by Adam M.Brandenburger and Barry J. Nalebuff as the framework , adopt case-study method to understand Taiwanese battery pack makers strategies to win the market share, how Taiwan battery pack makers position themselves among their suppliers, rivals and customers, what actions shall Taiwanese pack makers take to sustain in this industry. The conclusions of this research are stated as below 1. Clear and specific customer selection strategy and product plan would help the corporate to reach internal consensus, create value-add to customers and suppliers. 2. Corporate would obtain supports from suppliers through customers’ assistances when the supplier are also a competitor in product end market 3. Corporate would gain better service from suppliers by delivering its innovations and technologies through value activities. 4. Corporate would expand its product portfolio and develops new customers by utilizing the connections with customers and complementors.