全球化趨勢的來臨，高科技產業的發展與變化極為快速，導致市場競爭程度更為激烈，重視價值創新的時代來臨，只有能夠創造價值的企業，才有生存的機會。企業需要與時俱進的培植核心競爭力，不斷進行創新活動，以創造企業新價值，並跳脫出原有市場空間的競爭，順應世界趨勢，創造出新藍海。
因此，企業的創新活動須以本身的核心競爭力為基礎，以趨勢為領航者，運用各種創新活動與策略，找出企業的藍海。在未來科技產業趨勢變化之下，企業不只針對單點創新，而是要透過整合式的創新模式，以及對目標市場全面佈局，來面對競爭白熱化的科技產業。
然而，創新的驅動力來自於外部市場的需求，企業進行產品研發，其最終目的是滿足顧客需求、解決顧客問題。從價值鏈觀點，企業的活動皆是價值鏈上的一點。企業偵測到外部市場的需求，所開發出新產品，需要價值鏈上各點活動的配合，才能增加新產品量產計畫的實現。
本研究以核心競爭力與價值創新與創造過程來探討創新架構的策略分析，並以華碩公司為個案研究來分析成功的軌跡與模式。華碩公司成立於1990年，以主機版崛起，在這幾年中電腦市場逐漸的飽和，利潤與毛利也被削減許多，金融風暴之下，在2007年10月於降階市場推出了產品 (Eee PC) ，亦即所謂的Netbook，並為華碩公司注入新生命。華碩公司成功的降階到簡易筆記型電腦市場，並憑藉強大的研發能力與優越設計能力，時時不斷的釋放出創新的能量，徹底改變當時的飽和電腦市場的不景氣，掀起電腦市場的大革命。
本研究透過各大媒體的新聞、訪問、產業分析、官方資料，以及Harvard Business Review等文獻作為分析依據，探討華碩公司如何對未來市場佈局，以期望企業能在面對激烈競爭與數位生活趨勢下，運用核心競爭力，以及創新模式，來創造企業新價值。

Due to the advent of globalization, development and changing of high-tech industry rapidly, the competition of market is more intense. The new era that pay great attention to value is coming. The only one who could create the value of the enterprise has the chance of survival. Advancing with the times businesses need to cultivate the core competitiveness of innovative activities ongoing in order to create new business value and market space beyond the original competition to follow the world trend and to the create of a new blue ocean.
Therefore, the enterprises should be more innovative in its own core competitiveness and leading the trend. Use a variety of innovative activities and strategies, to identify the Blue Ocean business. The coming changes of trend in science and technology industry, the enterprise not only against a single point of innovation, but also innovation through the integrated model. Planing the overall layout of the target market well can help us to face the competition of the technology industry.
However, the driving force of innovation is from the external market demand, the ultimate aim of product research and development in enterprises is to meet customer needs and solve customer issues. From the point of view on value chain, the activities of enterprises are the points of value chain. Enterprise detected the external market demand to develop the new products, need for value chain co-ordination of all activities in order to add new products to achieve volume production programs.
In this study, to explore new and innovative strategy framework for analysis, and case studies for ASUS to analyze and model the success of the track by using the core competence, value of innovation and the creative process. ASUS was founded in 1990. To host version of the rise of computers in the past few years in the saturated market, the profit margin has been cut and many. Although the financial crisis still impact the global economics. Asustek still publish the reduced-order market in the product “ Eee PC ”, also called Netbook in October 2007. This product has injected new life for Asustec. Asustek's create the simple reduced-order notebook computer market successfully by strong R&D capability, superior design capabilities and innovation constantly. They completely changed the saturated PC market at the time of the downturn, setting off the computer market Revolution.
In this study, through the major news media, interviews, industry analysis, official information, as well as the Harvard Business Review, such as analysis of literature as a basis to explore how the company ASUS layout for the future market looking to look forward . Finally, by using core competencies and innovative models to could help enterprises to face the intense business competition and to create new business value.

參考文獻
A 期刊
Prahalad, C.K. and Hamel, G., “The core competence of the corporat ion”, Harvard
Business Review, May-June, pp.79-91 (1990)
Zook, Chris and Allen, James, “Growth Outside the Core”, Harvard Business Review,
vol.81, No12, pp.69 (2003)
Bhaskar Chakravorti, ”The New Rules for Bringing Innovations to Market”, Harvard Business Review, vol.31, pp.60 (2004)
Scott D.Anthony , “Mapping Your Innovation Stategy”, Harvard Business Review (2006)
Thomke, Stefan , Hippel , Eric Von , ”Customers as Innovators: A New Way to Create
Value”, Harvard Business Review, vol.80, No4, pp.76 (2002)
Youngme Moon, “Break Free from the Product Life Cycle”, Harvard Business Review, pp.87 (2005)
Youngme Moon, “Break Free from the Product Life Cycle”, Harvard Business Review, pp.82 (2005)
Youngme Moon, “Break Free from the Product Life Cycle”, Harvard Business Review, pp.84 (2005)
Youngme Moon, “Break Free from the Product Life Cycle”, Harvard Business Review, pp.88 (2005)
Youngme Moon, “Break Free from the Product Life Cycle”, Harvard Business Review, pp.87 (2005)
Gary Hamel, “The Why, What, and How of Management Innovation”, Harvard
Business Review (2006)
Eric Von Hippel, Stefan Thomke, Mary Sonnack, “Creating Breakthroughs at 3M”,
Harvard Business Review on Innovation, pp44 (1999)
Eric Von Hippel, Stefan Thomke, Mary Sonnack, “Creating Breakthroughs at 3M”,
Harvard Business Review on Innovation, pp46 (1999)
Geoffrey A. More,”Darwin and the Demon: Innovating Within Established
Enterprises”, Harvard Business Review, pp75 (2004)
Geoffrey A. More,”Darwin and the Demon: Innovating Within Established
Enterprises”, Harvard Business Review, pp76-77 (2004)
Richard A. D'Aveni, “Mapping Your Competitive Position ”, Harvard Business Review, pp.2 (2007)
Richard A. D'Aveni, “Mapping Your Competitive Position ”, Harvard Business Review, pp.2-4 (2007)
Richard A. D'Aveni, “Mapping Your Competitive Position ”, Harvard Business Review, pp.4 (2007)
Richard A. D'Aveni, “Mapping Your Competitive Position ”, Harvard Business Review, pp.6-12 (2007)

B 書籍
W. Chan Kim and Renee Mauborgne, “Blue Ocean Strategy”
Philip Kotler, A Frame Work for Marketing Management, Second Edition (2003)
W. Chan Kim, Renee Mauborgne，黃秀媛譯，藍海策略：開創無人競爭的全新市場，天下文化出版，台北市， (2005)。
伍忠賢，華碩馬步心法：施崇棠的策略雄心，達人館，台灣， (2006)。
大前研一著，M型社會－中產階級消失的危機與商機，商周出版，台北， (2006)。
周芬苑，華碩傳奇首部曲：施崇棠與華碩四傑創業兩千億紀事，商訊，台灣， (1999)。

C 網站
以Apple為師 華碩EeePC逐步跨入網路服務http://www.bnext.com.tw/FocusDay_1051
華碩和蘋果的品牌瓶頸
http://www.bnext.com.tw/NotablesView_372
從消費端創新，就有 品牌價值
http://www.bnext.com.tw/LocalityView_7130
Garmin與華碩攜手進入智慧型手機市場
http://cdnet.stpi.org.tw/techroom/market/eetelecomm_mobile/2009/eetelecomm_mobile_09_004.htm
全球消費性電子50強，華碩兩岸三地稱冠
http://cdnet.stpi.org.tw/techroom/analysis/2009/pat_09_A003.htm
改變通路策略的Netbook
http://cdnet.stpi.org.tw/techroom/market/eecomputer/2008/eecomputer_08_037.htm
美感經濟與風格社會的對話：台灣需要更多的設計師還是工程師
http://www.aestheticeconomy.com/blog/?p=331
軟硬通吃，Eee PC跨入應用服務
http://cdnet.stpi.org.tw/techroom/analysis/2008/pat_08_B003.htm
哈佛商學院談Eee PC的創新
http://www.aestheticeconomy.com/blog/?p=345
從 Eee PC 到 OLPC 的思考
http://www.aestheticeconomy.com/blog/?p=45
SSD取代硬碟的模式
http://cdnet.stpi.org.tw/techroom/market/eecomputer/2008/eecomputer_08_033.htm
CEA
華碩官方網站
http://tw.asus.com/
Yahoo奇摩網站搜尋
http://tw.yahoo.com/
Google網站搜尋
http://www.google.com.tw/

D 研究報告
WEF, The Global Competitiveness Report (2008)
拓墣產業研究所
資策會MIC
http://mic.iii.org.tw/intelligence/