智慧型手機的崛起，影響公司主要收入-消費性儲存產品營收驟減，且近幾年來旗下車用電子部門年收入僅勉強維持損益兩平，甚至還需投入大量研發資金在新技術的研發包含自動駕駛、及電子後視鏡及利用FMEDA失效模式影響和診斷分析流程，本預期車用部門能大幅成長，銜接部門主要收入，但事實上並非如此。另車用產品開發時間長，短時間難有實質收益，在股東及董事的詢問下，迫使個案主角面臨著公司旗下車用部門該留還是解散的難題，說明個案中何總經理利用交叉SWOT分析來思考發揮自身公司的優劣策略，並藉由產業生命週期在不同的階段制訂相對應的行銷目標和策略，利用商業模式中之商業九宮格分析工具讓公司具更寬廣的視野，幫助了解其產品定位，鎖定在價值創造上，最終利用理論上實務運用來決定車用部門的去留。

The rise of smartphones has caused a significant impact on modern business. The case company for this study has experienced a great drop in income from the smartphone revolution. The sales revenue from its consumer electronic storage has dropped sharply, and at the same time, the annual revenue from the automotive electronics division barely maintained a profit. The nature of the automotive business requires high amounts of R & D investment to develop new technologies, such as autonomous driving, electronic rearview mirror, FMEDA failure mode impact, and developing diagnostic analysis processes. The revenue from the automotive division was expected to grow and substitute the existing business. But the fact of long development cycle and short-term return rate has caused funding difficulties and forced the company to consider the termination of such business. This case illustrates how the owner of the company, Mr. Ho, adopts cross SWOT for strategic planning and formulates corresponding marketing goals and strategies at different stages of the Product life cycle. He implemented the business model canvas analysis tool to broaden the company’s perspective, drive the team to understand its product positioning, focus on value creation, and finally use the practical application of the theory to decide to future of the automotive division.

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