在台灣資訊產業扮演重要角色的主機板產業已由成熟期步入衰退期，市場呈現飽和狀態，廠商間削價競爭，利潤越來越低，加上筆記型電腦的生產成本快速降低，國際大廠紛紛以低價筆記型電腦搶攻市場，使得筆記型電腦的成長率高於桌上型電腦，筆記型電腦出貨量的不斷增加，對主機板廠商造成莫大的威脅，現存的主機板廠商要如何應變？以避免公司隨著產業的衰退面臨被淘汰的危機。
本研究主要目的希望透過次級資料的蒐集與個案研究，分析主機板一線大廠在快速變化的資訊產業中所採取的競爭策略及其影響，透過五力分析剖析個案公司所在的產業狀況，並採用BCG矩陣分析探討個案公司的競爭策略。
研究結果顯示，個案公司的競爭策略確實產生短期效益，幫助個案公司產品多元化，並增加營收與提升毛利率，但因為產品市佔率偏低，對提升個案公司競爭力的效果有限，建議個案公司未來的競爭策略可朝下列四方面思考：
1.守住金牛產品-主機板以獲得營運所需之資金；
2.挹注大量現金，提升問題兒童-筆記型電腦的競爭優勢，使其成為明星級產品；
3.逐漸放棄或是賣出相對較弱勢的瘦狗產品-附加卡，協助較強勢的瘦狗產品-桌上型電腦轉型為金牛產品；
4.投入現金(相對少量)，開發其他問題產品，如醫療用的資訊產品。

In Taiwan, motherboard(MB) industry is always played an important role in IT industry. However, it has matured into a recession. The market is saturated. The price war among firms has lowered the profit of MB manufacturing companies. Coupled with the manufacturing cost of laptop(NB) rapid reduce. Many famous companies choose to grab the market by selling low price laptop products. Thus, the sales growth rate of laptop is higher than desktop(DT) which is a great threat to MB manufacturers. Therefore, how should existing motherboard manufacturers react during the recession? What strategy should theyuse to avoid being eliminated and to k survive in the crisis?
This thesis is a case study of X Company through reviewing and analysing its secondary data. The main purpose of this study is to learn a tire 1 MB manufacturing company’s competitive strategy in a competitive and recessional industry, and the impact of the strategy. To analysis MB industry by “Porter's Five Forces Model,” and X Company’s competitive strategy by “BCG Growth-share Maxtrix.”
In this case, X Company’s strategy is indeed result a short-term benefits, including help X Company diversify its products, increase revenue, and to improve gross margins. However, low but product market share has limited the effect of enhancing X Company’s competitiveness. According to the analysis and the results, this study suggested the company's future competitive strategy towards four ways as follows：
1.Hold Cash cows ’market share to gain working capital.
2.Input more cash in Question marks to increase market share . Help Question marks become Stars.
3.Give up or sell weak Dogs and help strong dogs become Cash cows.
4.Inpute less cash to develop other Question marks, like medical products. Maybe will be found another blue ocean.

中文文獻
司徒達賢、彭春美，策略管理，遠流出版社，(1995)
吳思華，策略九說─策略思考的本質，城邦出版 (2000)
伍忠賢，企業併購聖經，台北市，遠流出版社，(1998)
余尚武、江玉柏，影響企業購併成敗之因素與策略探討，經濟情勢評論，第四卷，第二期，pp. 125-144 (1998)
吳安妮，台灣企業併購動機之實證究，管理評論，政大企研所出版，pp.3 (1992)
林奐呈，「五力分析-解剖產業環境，掌握企業優勢」，經理人月刊，第52期，第69~74，(1999)
王琬珺，「我國主機板產業與其上下游產業之關係探討」，碩士論文，國立交通大學，新竹 (1998)
李思逸，「非領導廠商之競爭策略分析-以台灣主機板產業為例」，碩士論文，國立政治大學，台北 (2003)
黃澄彥，「台灣主機板廠商經營轉型之研究—以華碩電腦公司為例」，碩士論文，淡江大學，台北(2004)

英文文獻
Michael E. Porter ,“How competitive forces shape strategy”,“Harvard Business Review”, March / April (1979)
Michael E. Porter ,“Competitive Strategy”,“The Free Press”, New York (1980)
Ansoff, H. I., Implanting Strategic Management, Englewood Cliffs, N.J：Prentice-Hall (1984)
Glueck, Willian F.,　Business Policy：Strategy Formation & Management Action, 2nd ed., New York：McGraw- Hill, pp. 119-147 (1976)
Hill, C. W. L. & Jones, G. R., Strategic Management Theory：An Integrated Approach, 6th ed. (2004)
Hofer, C. W. & Schendel, D. E., Strategy Formulation: Analytical Concept, Weat Publishing , New York (1978)

網站部份
維基百科，http://zh.wikipedia.org/wik
http://www.quickmba.com/strategy/matrix/bcg/
http://www.bcg.com/
工業技術研究院，http://www.ipc.itri.org.tw/
科技產業資訊室，http://cdnet.stpi.org.tw/techroom/
資訊市場情報中心，http://mic.iii.org.tw/
公開資訊觀測站，http://mops.twse.com.tw/
MBA智庫百科，http://wiki.mbalib.com/