本論文欲從資源基礎與動態資源的觀點，探討中小企業3C週邊品牌商的經營策略。企業經營的過程中，面臨市場競爭的挑戰是必然的。因此，運用資源建立競爭能力是企業經營重要的課題。本研究從分析中小企業3C週邊品牌商的策略資源開始，然後以個案A公司為例，探討其資源、能耐與經營策略，期望對台灣中小企業品牌商的競爭力有所了解。個案公司以發展自有品牌為核心理念，銷售3C週邊產品為主要業務。成立至今約六年，除了在國內市場發展，在國外市場也逐漸拓展，並持續投入資源在品牌發展的布局。本研究採個案研究的方式，透過次級資料蒐集、問卷調查與深度訪談，對個案公司的資源與產業現況進行了解與分析，參考文獻所獲得的理論觀點將用來探討個案實際營運的方式，最終提出本研究的結論與建議。本研究發現，中小型3C週邊品牌商彼此之間有許多相同的基礎資源，多數會形成對等競爭的關係，因此品牌商要建立具獨特性的資源或能力，才能在競爭中取得較佳的市場機會。個案公司營運模式進行數次調整，除了完善自身基礎資源，也累積資源來建構經營能耐。本研究發現，個案公司的核心能耐是由品牌聲譽力、產品設計力、行銷活動力以及通路銷售力等資源所整合而成。個案的組織架構扁平，有利管理階層即時掌握資訊，協調整合資源並進行決策。員工之間的合作意識，有益於核心能力的發揮。本研究也發現，個案擁有的資源項目與其他品牌商大致相同，但因資源使用方式，以及資源在組織中的重視程度和鑲嵌程度不同，而產生了不同的經營能耐，形成優勢項目的差異。由此可知，資源的使用方式將影響企業創造價值的能力。

This thesis explores the business strategies of 3C peripheral brands from the perspective of resource base and dynamic resources. It is inevitable for enterprises to face the challenge of market competition during the process from establishment to actual operation and establishing superior capabilities with the company's resources is a crucial issue. This study begins with an analysis of the core resources of 3C peripheral branding companies. By exploring the relationship between the resources of the company in the case study and its competitive advantage, we are trying to understand the strengths and challenges of brand entrepreneurship. The company in the case study considers the development of its brand management as the core concept and sells consumer electronics peripheral products as its primary business. It has been operating for six years. In addition to domestic channel market development, it has also obtained expansion opportunities in the international market and continues to invest resources in brand development layout. This study adopts case studies, through secondary data collection, questionnaire surveys, and in-depth interviews to understand resources and industry status of the company in the case study. We finally put forward the conclusions and recommendations of this study, with analysis, discussions, and comparisons between the theories from the literature and the actual operation of the company in the case study. This study found that brands in 3C peripheral brands have many of the same essential resources, and most of them will form a peer-to-peer relationship. Therefore, only by establishing unique resources or capabilities can they obtain better market opportunities in competition. The business model of the company in the case study has gone through adjustments several times. In addition to improving its essential resources, it has also accumulated resources and strengthened its core competence. This study found that the core competence of the company in the case study is an integration of resources such as brand reputation, product design, marketing activities, and channel sales. The flat organizational structure of the case study is conducive to the management to obtain information in real-time, coordinate and integrate resources, and make decisions. A good sense of teamwork among employees promotes the organization's core capabilities. This study also found that the resource items owned by the company in the case study are largely identical comparing to other brands. However, due to the different ways of utilizing resources, as well as the importance and embeddedness of resources in the organization, they have different operating capabilities and result in differences with other companies in decision-making. It is obvious that the use of resources will significantly affect the ability of enterprises to create value.

一、中文部分
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6.江瑞宇(2017)，台灣筆記型電腦代工廠商所面臨的困境與發展策略-從資源基礎理論觀點討論，銘傳大學管理學院高階經理碩士學程。
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二、英文部分
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2.D’Aveni, R.A. (1994). Hypercompetition: Managing the Dynamics of Strategic Maneuvering. New York: Free Press.
3.Grant, R. M.(1991). The Resource-based Theory of Competitive Advantage: Implication for Strategy Formulation, California Management Review, 33(3),114-135.
4.Penrose, E. T. (1959). The theory of growth of the firm. NY: John Wiley & Sons.
5.Porter, M. E.(1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Free Press.
6.Wernerfelt, B. (1984). A Resource-Based View of the Firm. Strategic Management Journal, 5(2), 171-180.

三、網路
1.2019年3D NAND Flash：專利數跟堆層一樣越來越多？http://www.naipo.com/Portals/1/web_tw/Knowledge_Center/Industry_Economy/IPNC_190123_0703.htm
2.鎧俠發表第 5 代 3D NAND！堆疊 112 層、記憶容量提高 2 成https://technews.tw/2020/02/03/kioxia-corporation-unveils-5th-generation-bics-flash/
3.WPC最新版Qi V1.2.4解讀https://kknews.cc/zh-tw/tech/xqq4yqg.html
4.無線充電技術主流規格趨勢底定　無線充電應用市場大爆發https://www.2cm.com.tw/2cm/zh-tw/market/E0F3EC78C7344ACEBE3A6D14F91122D4
5.手機快充技術一次看懂： QC、USB PD、 SuperCharge 、SuperVOOC 等4大主流技術解析https://www.techbang.com/posts/68077-what-the-hell-is-going-on-four-kinds-of-mobile-phone-fast-charging-technology-full-strategy-author-fssmiling
6.寬能隙半導體的發展近況https://www.digitimes.com.tw/col/article.asp?id=1056
7.消費電子行業發展前景分析 https://kknews.cc/zh-tw/finance/l9qenj9.html
8.台灣廠商附加價值偏低，為何我們的創新總是無法與世界接軌？https://buzzorange.com/techorange/2017/06/08/why-couldnt-taiwan-make-money/