競爭是任何產業都必須面對而且無法逃避的重要課題。1980年代，麥可•波特 (Michael E. Porter) 提出產業必須透過成本降低、市場區隔及進行產品或服務差異化的策略，提高競爭力，以便超越競爭對手。各產業無不奉此為圭臬，以企業本身所擁有的核心能力為基礎，進行更深入的差異化及降低成本，強化自己的利基市場 (Niche Market)。以致於產業內，各個相關群組的企業體，為了爭取共同鎖定的目標市場之佔有率，進行激烈的競爭，因此形成一片紅海。
而金偉燦 (W. Chan Kim) 與莫伯尼 (Renée Mauborgne)二位傑出學者，透過研究過去120多年來，30多種不同行業別所採用的策略，而提出以價值創新為基礎的企業發展策略。強調企業可以核心能力為發展基礎，運用不以競爭為手段的創新方法，不在產業的框架內與同業競爭，甚至擺脫競爭，尋求無人競爭的藍海。
台灣地區的重車產業，曾嘗試發展自己的品牌，因其市場規模不大，雖政府在政策上全力配合，仍告二次失敗，而在全球化的浪潮下開放重車市場。在經歷二十多年的激烈競爭，歐、日、韓等國之著名重車製造廠仍然對台灣地區年需求約莫二千輛左右的曳引車市場相當重視，相繼在2003年結合國內著名廠商，以國產化的型態，企圖提高在台灣市場的佔有率。
本研究正是以金偉燦 (Kim) 與莫伯尼 (Mauborgne)二位傑出學者的創新理論為基礎，採用探索性的研究，透過對重車產業關係者：重車供應商、車隊使用者、車行通路及個人經營者，以創新理論為基礎所設計的提綱，進行深度訪談，對台灣的重車產業的發展進行驗證，是否符合此一創新理論。

Competition is a critical issue in every industry in which all must encounter and inevitable. Enterprises have to take some strategies such as cost-down, segmentation and products or services differentiation, etc. to strengthen its competing competence so that could beat competitors and remain alive. Michael E. Porter pointed out this point of view in 1980s. Thus most enterprises take this concept as a standard to implement these strategies deeply based on its core competence to enhance its Niche Market. In order to gain higher market share in the common target market, the severe competition occurred in the industries that are in the same category. As a result, the market became a red ocean status.
Two outstanding scholars of INSEAD College, Dr. W. Chan Kim and Dr. Renée Mauborgne, came out with a new concept of competition through researching more than 30 kinds of industries whose strategies implemented successfully in past 120 years. It is highlighted that enterprise can make good use of its core competence as development basis, creating a non-competition oriented strategy to avoid competing and seeking for a market without competition, a blue ocean.
Heavy duty vehicle industry in Taiwan used to develop is own brand. It failed twice due to market scale is not big enough to make survive although it gained fully support from government. After severe competition for over 20 years, the famous vehicle makers from Europe and Japan have been taking localization strategy in cooperation with local industry since 2003.
This paper is based on the new concept of innovation; design proper questions to collect opinions and comments from stakeholders. We try to verify if this new concept of innovation is suitable in Taiwanese heavy duty vehicle industry and hope it could make contribution from the research for further development.

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