科學技術的進步導致信息和通信電子產品的需求市場快速增長。隨著智能可穿戴設備/家庭安防/互聯網應用等電信產品成為流行消費產品的主流。在這一浪潮中，通訊元件行業迅猛發展，其中包括電聲元件。在這個多元增長的行業中，企業面臨著多方面的行業競爭，如何想方設法保住原有的利益不被其他競爭者所取代，以及產業結構和品種。通過競爭找到商業戰略模式成功的關鍵戰略分析。
本次研究以描述性案例研究方法為主，通過對二級行業數據的分析和行業專家的深度訪談，選擇案例公司的聲學元件事業部進行研究。
本研究藉助以 PEST分析及Michael Porter 競爭策略之五力分析、S.W.O.T分析模式為主要分析架構，作有系統的策略理論的研究，並以探討出個案公司的產品生命週期分析聲學元件之產品應用，進行產品趨勢分析與研發資源分配策略訂出最適可行策略，並彙整相關研究以供個案公司與同業參考，以期研發經理人能對競爭策略有更深層的瞭解與應用, 並以此劃出未來三年產品開發策略藍圖。
本研究獲致的結論貢獻包括：
強化完整解決方案的提供能力，並且擴充技術人員，以加強對客戶的技術支援、加速研發產品的提供，以滿足客戶需求。在研發策略上以此流程標準化、建立未來產品發展規畫之流程，讓研發組織能定期更新檢討產品開發策略藍圖，以能符合最新市場趨勢應用需求。

Advances in science and technology have led to rapid growth in the demand for information and communication electronic products. Telecommunication products such as smart wearable devices/home security/Internet applications have become the mainstream of popular consumer products. In this wave, the communication component industry has developed rapidly, including electroacoustic components. In this diversified growth industry, companies are faced with various industry competitions, how to find ways to keep their original interests from being replaced by other competitors, as well as the industrial structure and varieties. Find the key strategic analysis for the success of the business strategy model through competition.
This research is based on descriptive case research methods. Through the analysis of secondary industry data and in-depth interviews with industry experts, the electroacoustic component division of the case company is selected for research.
. This research used PEST analysis, Michael Porter's five forces analysis of competitive strategy, and SWOT analysis model as the main analysis framework to conduct systematic strategic theoretical research, and to explore the product life cycle of the company’s product life cycle analysis of the product application of electro-acoustic components , carry out product trend analysis and R&D resource allocation strategy to formulate the most suitable and feasible strategy, and compile relevant studies for reference by individual companies and peers, so that R&D managers can have a deeper understanding and application of competitive strategies, and use this to map out the future, three-year product development strategy blueprint.
The conclusions of this research include:
Strengthen the ability to provide complete solutions and expand technical personnel to strengthen technical support to customers and accelerate the provision of R&D products to meet customer needs. In terms of R&D strategy, this process standardizes and establishes the process of future product development planning, so that R&D organizations can regularly update and review the blueprint of product development strategy to meet the latest market trends and application requirements.

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