本論文主要探討品安科技股份有限公司遇到2008年金融風暴後，成功轉型與全球第一大模組廠成功策略聯盟之案例。記憶體為台灣重要產業之一、從最早期的四巨頭：南亞、茂德、華邦、力晶，縮減為目前的南亞科與華邦科，記憶體模組代工與品牌公司也遇到相同狀況，很多企業逐步被淘汰，只剩少數模組生產製造品牌商能夠屹立不搖。本論文以個案方式撰寫，分析個案公司如何展現企業本身的優勢與領導者正確的經營判斷，探討個案公司成功轉型的過程與企業轉型關鍵，並以商業模式分析與產業五力分析為主軸，探討為何個案公司有能力得到全球第一大品牌商的青睞，在危機中成功轉型並且與全球第一大模組品牌商正式結盟之歷程。
關鍵詞：策略聯盟、商業模式分析、產業五力分析

This thesis is a case study, which mainly explores the case of the successful transition and strategic alliance after the financial crisis in 2008 in Panram International Technology Co., Ltd. Memory is one of the important industries in Taiwan. From the earliest top four-dram supplier: Nanya, Promos, Winbond, Powerchip, reduced to the current Nanya and Winbond, memory module foundry and brand companies also encountered the same Status, many companies are gradually eliminated, leaving only a handful of modules manufacturing brand to stand still. This thesis mainly studies and analyzes how a case company fully demonstrates its own advantages and leaders' correct business judgment. It also discusses the process of successful case transformation and the key of enterprise transformation. Based on business model analysis and industry five forces analysis, Companies have the ability to get the world's largest brand of all ages, the crisis in the successful restructuring and the world's largest module brand formal alliance process.
Keywords: Strategic alliance, business model analysis, Porter five forces analysis

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