電子測試儀器市場屬於進入技術門檻相當高、量少、樣多、產品週期長、利潤高…等鮮明特色之利基市場，其產業特色也相對導致進入此市場的廠商以機動性較高、營運資金需求較小之中小企業為主。面對3C資訊產業、醫療技術、科學研究領域…等技術持續的升級以及中國市場新進競爭廠商之威脅…等，廠商的永續經營面臨了嚴峻的挑戰。
本研究針對電子測試儀器產業此一艱難之經營環境，透過文獻理論的基礎、先前學者所研究過的相關主題，結合產業分析的方式，並透過四家電子測試儀器個案公司實際的訪談，取得較成功之四家電子測試儀器個案公司具有之若干關鍵性的競爭優勢策略，經過質性研究之可行性分析後，篩選出電子測試儀器產業較為具體可行的競爭優勢策略，並以策略之執行順序，導出較具成效之整合式策略。同時針對四種不同經營體質的個案公司，針對此整合式策略提供較適合其運作之四種競爭優勢策略，此一運作模式可提供經營體質較為相似之其他儀器廠商作為競爭優勢策略擬定之參考。
透過專家會議、個案公司高階經理人訪談後，本研究發現品牌才是最重要的競爭優勢，但品牌無法量化以及無法速成，且個別競爭策略容易被競爭廠商模仿與複製，依據Aaker(1984)「持久型競爭優勢」三大考慮之理論基礎，故本研究採用整合式策略，他可以形成對競爭廠商之間的競爭壁壘，造成差異化之競爭優勢，加上持續性創新，就可以讓競爭者無法於短期內追上，形成「持久型競爭優勢」，這也是本研究追求的終極目標。

The electronic testing instrument market is a fresh niche market with many features, such as high technology entry barrier、multiple patterns、a few quantities、long product life cycle and high profit…etc. The industry features enable the most firms entering this market to have higher mobility and to be small and medium enterprises with lower working capital demand. Faced with continuous technology upgrade (e.g. 3C information industry, medical technology and science research field) and threat of new competitive firms in the China market…etc, the firms entering this market face rigorous challenge in persistent management.
Toward tough management environment of the electronic testing instrument industry, the study combines ways of industry analysis via theoretical basis of literature and relevant subject studied by previous scholars, acquires key competitive advantage strategies of four companies via real interview with four electronic testing instrument companies, screens more concrete and available competitive advantage strategies in the electronic testing instrument industry, and induces more effective integration strategies. In addition, the study provides four kinds of competitive advantage strategies more appropriate for their operation toward four kinds of different management constitution companies. Such an operation mode can be provided to other instrument firms of more similar management constitution for reference to development of competitive advantage strategy.
Through an expert meeting and interview with senior managers of the foresaid four companies, the study finds that brand is the most important competitive advantage; however, it can not be quantified and achieved rapidly, and an individual competitive strategy is easily imitated and copied by competitive firms. Pursuant to three main consideration theory basis of “enduring competitive advantage” presented by Aaker (1984), the final objective of the study is to adopt an integration strategy, because it can form a competitive barrier between competitive firms and cause a competitive advantage of differentiation, and with continuous innovation, competitors can not catch up in a short time, thereby forming an “enduring competitive advantage”.

The electronic testing instrument market is a fresh niche market with many features, such as high technology entry barrier、multiple patterns、a few quantities、long product life cycle and high profit…etc. The industry features enable the most firms entering this market to have higher mobility and to be small and medium enterprises with lower working capital demand. Faced with continuous technology upgrade (e.g. 3C information industry, medical technology and science research field) and threat of new competitive firms in the China market…etc, the firms entering this market face rigorous challenge in persistent management.
Toward tough management environment of the electronic testing instrument industry, the study combines ways of industry analysis via theoretical basis of literature and relevant subject studied by previous scholars, acquires key competitive advantage strategies of four companies via real interview with four electronic testing instrument companies, screens more concrete and available competitive advantage strategies in the electronic testing instrument industry, and induces more effective integration strategies. In addition, the study provides four kinds of competitive advantage strategies more appropriate for their operation toward four kinds of different management constitution companies. Such an operation mode can be provided to other instrument firms of more similar management constitution for reference to development of competitive advantage strategy.
Through an expert meeting and interview with senior managers of the foresaid four companies, the study finds that brand is the most important competitive advantage; however, it can not be quantified and achieved rapidly, and an individual competitive strategy is easily imitated and copied by competitive firms. Pursuant to three main consideration theory basis of “enduring competitive advantage” presented by Aaker (1984), the final objective of the study is to adopt an integration strategy, because it can form a competitive barrier between competitive firms and cause a competitive advantage of differentiation, and with continuous innovation, competitors can not catch up in a short time, thereby forming an “enduring competitive advantage”.

一、中文部分
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2. 于卓民譯(1994)，Onkvisit Sak and Shaw, John J. 原著，國際行銷學，台北：華泰文化。
3. 于卓民、巫立宇、吳習文、周莉萍、龐旭斌(1999) ，國際行銷學，台北:智勝文化。
4. 方世榮譯(2000)，Philip Kotler 原著，行銷管理學，台北：東華書局。
5. 吳登峻 (2002)，「以KT式理性管理分析法評估電子儀器產業併購決策之研究─以致茂公司與洤華公司合併為例」，交通大學管理科學學程碩士班碩士論文。
6. 郭國棟（2005)，「電子儀器產業國際行銷策略之研究-以Ｋ公司在中國市場為例」，國立台北科技大學工業工程與管理系碩士論文。
7. 陳錦輝（2001），「應用資源基礎理論探討經營策略與競爭優勢」，中山大學人力資源管理系碩士論文。
8. 莊映輝 (2007)，「台灣儀器產業經營模式與成長策略關係之探
討」，政治大學經營管理碩士學程EMBA碩士論文。
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10. 劉立筠(2002)，「元培科技大學企業管理系學生台灣電子產業之競爭優勢來源分析-資源基礎觀點」，元培科技大學企業管理系碩士論文。
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12. 潘淑滿(2003) ，質性研究-理論與應用，心理出版社股份有限公司。
二、英文部分
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2. Aaker, D. A. (1991), Managing Brand Equity: Capitalizing on the value of a Brand Name, New York: the Free Press.
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7. Hill, C.W., & Jones, G. R. (2007), Strategic Management: An integrated approach, 4rd ed, Boston Mass: Houghton Mifflin.
8. Kotler, P. (2000), Marketing Management, 10th ed. New Jersey: Prentice-Hall.
9. Marshell, C., & Rossman, G. (1989), Designing Qualitative Research. Newbury: Sage Publications.
10. Porter, E. M. (1980), Competitive Strategy: Techiques for Analyzing Industries and Competitors, New York: the Free Press.
11. Von Neumann & Morgensterm. (1947), Theory of Games, New York: the Free Press.
三、網路資料
1. 維基百科(2012/4/11)，利基市場。
取自：http://zh.wikipedia.org/wiki/%E5%88%A9%E5%9F%BA%E5%B8%82%E5%9C%BA
2. 台灣綜合研究院(2012/4/16) ，中小企業基本知識。
取自：http://www.tri.org.tw/ceo/
3. 固緯電子實業股份有限公司99年度年報。
取自：http://www.gwinstek.com.tw/tw/about.aspx?id=327
4. 致茂電子股份有限公司99年度年報。
取自：http://www.chroma.com.tw/investor/index
5. 益和股份有限公司98及99年度財務報表暨會計師查核報告。
取自：http://ukintaiwan.fco.gov.uk/zh/business/investing-in-uk/our-service1/microtest-corp