在了解一特定國家金融危機的成因時，除了目前已有的三代金融危機理論之外，我們覺得尚應有一個國家別論述架構才能更完整的解釋特定金融危機的前因後果。 參與韓國自1970年代以來大力推動的以出口帶動經濟成長策略的「韓國政府」、「韓國大企業財團」，以及基本上是為此等財團服務的「韓國金融機構」三者間所共同形成的運作邏輯及其利益交換的三角關係，乃是韓國特有的國家別論述架構。 此一韓國獨有的特殊三角運作，僅管一直存在政府擴張性政策所造成信用過度擴張、金融機構受制於政府及貸款企業體質而致的經營沒有效率與道德危機，以及因此累積的對外舉債過多等諸多風險因子，但由於國際貿易與國際資本市場一直對韓國有利，1990年代中期前此一三角運作堪稱良好。 然而自1990年代中期起，韓國受外在因素接連影響，一路從國際貿易市場優勢不再、企業財團獲利急速惡化，進而拖累本國金融機構體質等基本面因素上為金融危機奠下惡因，最後在1997年東南亞國家連串發生金融危機的那個時間點上，沒能撐過國際資金短期內自韓國全面撤離的衝擊，終於發生金融危機。 1997年韓國金融危機儘管是個危機，但它也帶給韓國一個來自IMF援救計畫的外來改革動力，成功的克服過去「政府、企業財團及金融機構」三角運作中所累積的沉疴以及抗拒改革的慣性，讓進一步提升韓國經濟發展的結構性改造得以全面推動。 / Three generations of financial crises theories have been evolved since Paul Krugman developed his speculative attack models in 1979. Krugman emphasized the failure of the fundamentals while the later theories including the exit clause models addressing the conditional commitment of the central banks, the moral hazards of the financial institutes and the self-fulfilling effect of the markets. We looked into the 1997 Korean financial crisis with these prevailing theoretical principles and also developed a framework incorporating three closely related Korean parties, namely the government, the chaebols（conglomerates）and the financial institutes to unveil this specific Korean case.

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.