臺灣地狹人稠，資源分配本就不足，因此經濟發展皆要倚賴對外貿易，賺取外匯的方式，累積大量資產。而這種方式，造就了臺灣藉由外銷導向之原廠委託製造(OEM)的產業模式，創造出屬於臺灣的成功經驗：然而，由於技術持續的進步，而漸漸能夠掌握研發設計原廠委託設計(ODM)的模式。
另外，為培植這些科技產業，政府也推動了一連串的計畫，包括產業技術升級條例下，獎賞研發、自動化生產技術或是投資創造良好品牌公司等，冀望讓整個科技產業附加價值能大幅提升，營造出一個科技重鎮島。而廠商間亦可彼此良性競爭合作，成為彼此強力的支撐後盾。
但在這科技快速汰新，產品生命週期越來越短的情形下，很多產品在消費者都尚未適應，又推出新一款功能更為強大的進化版。這也使得身為長期代工的臺灣科技廠商們，因為沒有關鍵的技術或是零組件，面臨毛利就像溜滑低般的快速下滑的窘境。加上競爭對手輕易地抄襲，快速且大量複製相同類似產品，其中最有威脅性且深具市場的便是中國大陸的山寨產品，無不讓包括台灣廠商的科技廠們頭痛不已，也讓消費者在購買產品上更加謹慎，影響到了購買的時效和意願。
因此本研究提出利用一連串價值創新的策略，包括如何運用模仿領先使用者的方式，或是透過價值策略草圖來創造出新商機藍海，再利用價值效益定位圖來看使用策略後，產品的價值是否提升；接著提出在M型社會下，公司該如何自處因應，使公司不至於被這社會的洪流淘汰。
最後，找出下ㄧ波科技產品趨勢，並提出策略方法，可以供給臺灣科技廠商運用，再創公司新價值。

Under the globalization management environment, the development and change of high-tech industry are extremely fast, which caused the domestic industry’s core activities facing the threat of structural change. To avoid the elimination from competition, domestic enterprise may imitate the existing successful business model, cultivate own core competence aggressively, keep innovating and developing, and create a new value and new market.
To make sure that the value creation and value innovation succeed, enterprise must meet the consumer demand for economy of scale. In order to achieve this goal which is expanding the consumer scope and maintaining the existing consumer quantity, some innovation strategy can be followed. The company should take its own core competence as the foundation, realize each kind of innovation and know how to utilize, so that the industry may have the chance to create or discover the blue ocean. Moreover, enterprise can take the noted company as the leadership to learn how to raise the brand reputation and pursue the principle of business continuity.
Related brand name companies in the PC industry are looking for the different competitive advantage in the critical time. Such as Asus or Acer, they are working continuously on vertical integration, horizontal work delegation, or merging and acquisition of the competitors in the attempt to expand the market share. This study takes Acer as the sample to discuss the integral innovation strategy analysis by the core competence and value creation process.
We examine cases in this trend of crisis and opportunity.
1. How to utilize the price-benefit positioning map to orientate own product, and compare to main competitor’s product. According to this concept, enterprise can find what product position customers like and what price customers can afford.
2. Drawing a strategy canvas which is the central diagnostic and action framework for building a compelling blue ocean strategy. The horizontal axis captures the range of factors that the industry competes on and invests in; the vertical axis captures the offering level that buyers receive across all these key competing factors. The main purposes including:
Firstly, it captures the current state of play in the known market space. This allows you to understand where the competition currently invests and the factors that the industry competes on.
Secondly, it propels you to action by reorienting your focus from competitors to alternatives and from customers to noncustomers of the industry.
3. Taking the Acer case as lead user, domestic enterprise will learn how to create its own value, and how to strength the brand value and find the new market space to create the company's largest shareholder interests.

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