面對全球化腳步快速的來臨，國內各產業之核心活動，面臨結構性改變之威脅，在既有的成功商業模式已無法適應此一快速之產業演變，昨日為公司創造最大股東利益的核心價值，可能因新進入者或替代品之加入，而陷公司於失敗的風險中。
在國內系統整合產業中，因國內需求未達經濟規模，又面臨來自國外先進國家之品牌優勢競爭下，長期處於成長與獲利之拉鋸困境，為創造股東之最大價值而轉向多角化經營，因而讓公司更暴露在不熟悉產業環境下，進行惡劣競爭，而遭滅頂消失之個案公司比比皆是。
本研究係參考全球各知名企業之成功價值創新模式，比擬於國內系統整合產業中，探討個案公司在價值鏈上，如何投資以創造企業營運之高績效及獲利，又如何在價值鏈上的角色，複製其成功經驗，建立核心競爭力，重新開拓新市場，掌握產業演進之軌跡，避免背離演進法則，落入必然失敗之鴻溝。
在研究主題方面：
產業大環境之演變分析，在全球能源危機之日益嚴重之威脅下，全球面臨此一威脅之對策，並研討個案公司在此一趨勢下之危機及機會。
1.國內各項產業之經濟規模，難以投入大量資源研發建立各項有利創新，但如能善用企業合作及聯盟之優點，重新建立最具競爭力之全球化商業模式，以有限資源投入產出最大效益，以最經濟的成本，產生最佳效能，共創多贏之局面。
2.如何利用價值-效益比之定位圖，找出客戶價值創造之最佳位置，並預測競爭演進及變化，在最適時機及地點投入資源，推出殺手級產品組合，開拓領先使用者穩固地區性領先之地位。
3.如何運用國際性或地區域之品牌優勢，從低價競爭的紅海中脫困，以品牌力之優勢，開創低度競爭之藍海市場。
4.國際品牌大廠之價值創新模式，適用於個案公司之全球化策略，同時比較地區或之差異化，採行不同產品／品牌組合之策略。

Faced with the coming rapid of globalization, the domestic industry’s core activities were facing the threat of structural change.The existing successful business model has been unable to adapt to this rapid evolution of the industry. Creating the company's largest shareholder interests of the core values in the past, might plunge the company into the risk of failure by new entrants or the initiation of substitutes.
In domestic systems intrgrated industry , they have been long-term in the see-saw situation of growth and profitability due to the domestic demand hasn’t reached the economic scale and the competition compared with abroad advanced countries. To create the largest shareholders of the value, they change to diversified operation. In this way, company more exposure in the unfamiliar industry environment and bad competition, the cases of disappeared companies can be found everywhere.
In this study, we refer the successful value of innovative models of global well-known enterprises, compared to domestic systems integrated industry, in the case of the value chain, how to invest to create a high-performance business operations and profits. As the value chain, copy the successful experience, establish core competitiveness, to develop new markets. Following the industry evolution track, to avoid deviated from the evolution rule, not fall into the inevitable failure.
In research themes:
According to the analysis of industry environmental evolution and the global energy crisis increasingly serious threat, we will examine each case and find our crises, opportunities and the countermeasures when the whole world all confronted by this tendency.
1. The domestic industry's economic scale is difficult to put a lot of resources for the establishment of the innovation. But using of corporate alliances and co-operation of the merits can re-establish the most competitive business model of globalization. With limited resources input and output maximum benefit to the economy costs, to produce the best performance and create win-win situation.
2.How to use value – benefit positioning map, to find customers the best position to create value, and forecast the evolution of competition and changes in the optimal timing and location of investment resources for the implementation of killer product crossover, opening up the leading user of a solid regional leader status.
3.The use of international or regional of brand advantage, escaped from low-priced competition to create Blueocean of the brand strength.
4.Manufacturers of international brand’s value innovative models adopted to the cases of globalization strategy. At the same time, comparing the differences between regions, take different product / brand portfolio strategy.

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