本文主要探討在可攜式導航軟體(PND)產業中有關PND主要品牌軟體發展的策略個案。PND 產業在歷經2004-2009高度成長後，閞始進入緩慢的成熟期，市場的競爭趨勢已從單純從硬體的成本經濟規模，逐漸走向軟體開發能力的對決。個案公司在這場競爭賽局中，藉由如何瞭解導航軟體的產業發展特性與使用者的期待，成功找出核心能力的轉型要素，以能持續保有及擴張產品的市佔率。
在對策略定位及個案發展歷程進行分析後，本研究得到下列的結論，可作為個案公司在未來策略的制定及執行面的方針，包括：第一、「定期導航圖資更新的方便性」；第二、「具備正確及完整的導航圖資」；第三、「強調人性化使用界面及附加特有的功能」。
針對個案公司在可攜式導航軟體未來發展，本研究也提出以下各點建議第一、積極切入智慧型手機的軟體應用對具無線聯網的可攜式的導航應用；第二、進入In-car車戴式導航軟體影音整合設備的應用；第三、跨界進入戶外具專業體適能訓練運動應用。
可攜式導航是一個高度依賴軟體整合技術及能力的產業。從上述所歸納出的導航軟體成功關鍵因素，充份地說明導航軟體本身是以消費者中的期待為主軸。因此，個案公司在這整個策略執行過程中必須充分能明白自已的能力和消費者的期待，才是品牌能長久維繫及成長的主要動能。

This paper mainly discusses the software in portable navigation (PND) industry leading brands on PND software development strategy cases. PND industry experienced high growth in 2004-2009 after commenced its slow maturation into competition in the market trends from mere hardware costs from economies of scale, gradually moving towards software development capabilities showdown. Case company in the game in this competition,by understanding how to navigate the software industry development characteristics and user expectations, The successful transformation of the ability to identify the core elements to be able to continue to maintain and expand product market share.
Cases on strategic positioning and development process of analysis, the conclusions of this study are the following, as the case may be in the future strategy formulation and execution side approach include: first, "Periodic Navigation Map Update convenience"; Second, "Have the correct and complete navigation map data"; Third, "Emphasizes humane user interface and additional unique features."
For cases in the future development of portable navigation software, this study also made the following suggestions first, “Actively cut smartphone with wireless networking software applications for portable navigation applications”; second, “Enter the In-car car audio and video integrated navigation software worn equipment applications”; Third, “Crossed the border into outdoor fitness training with professional sports applications”.
Portable navigation is a highly dependent on software integration skills and capabilities of the industry. From the above summarized the key success factors of the navigation software, navigation software itself adequately explain the expectations of the consumers in the spindle. Therefore, the case company in this whole policy implementation process must be fully able to understand their own abilities and expectations of consumers, the brand is able to maintain and grow long main momentum.

中文文獻
1. 王雅玲，「可攜式導航設備經營策略之研究–以全球三大品牌為例」，中央大學，碩士論文，2008。
2. 司徒達賢，「策略管理新論：觀念架構與分析方法」，智勝文化，2011。
3. 朱凱聲譯，「平衡計分卡:資訊時的策略管理工具」，臉譜，2002
4. 吳思華，策略九說，臉譜，台北，2000
5. 李添財，汽車導航系統，全華，2003
6. 波特（Michael E. Porter）;周旭華譯，競爭策略－Competitive Strategy，天下遠見，台北，1998。
7. 陳澤義、陳啓斌，企業診斷與績效評估：平衡計分之卡應用，華泰，2012
8. 湯明哲，策略精論-基礎篇，台北，天下文化出版，2007。
9. 湯明哲，策略精論-進階篇，台北，旗標，2012。
10. 張樂群，「美國市場進入策略—台灣手持導航裝置實證研究」，台灣大學，碩士論文，2008。
11. Michael E. Porter，李明軒、邱如美譯，「競爭優勢」，天下遠見出版，2000。
12. Michael E. Porter，陳美岑譯，「全球化競爭優勢」，天下文化出版，2001。
13. Michael E. Porter，高登弟、李明軒譯，「競爭論」，天下文化出版，2002。
14. 彭德賢，「可攜式導航儀在中國市場的行銷策略研究–以 M品牌為例」，中央大學，碩士論文，2010
15. 資策會MIC，「ICT產業白皮書(下) －顯示/消費性電子/軟體服務」ITC，2012，
16. 簡麗文，「性別差異於車用衛星導航系統之使用介面設計」，成功大學，碩士論文，2009。

英文文獻
1. Ansoff, H. I., Corporate Strategy, New York: McGraw-Hill Press, 1965
2. Barney, J. B., Types of Competition and the Theory of Strategy: Toward 149 and Integrative Framework, Academy of Management Review, 1986
3. Barney, J.B., “Firm Resources and Sustained Competitive Advantage”, Journal of Management, Vol. 17, 1991
4. Barney, D.F., “Time Paths in the Diffusion of Product Innovations”, Macmillan, London, 1991
5. Collis, D.J. and C.A. Montgomery , “Competing on Resources：Strategy in the 1990’s,” Harvard Business Review, 73(4) PP.118-128, 1995
6. Hamel, Gary,C. K. Prahalad(1994).Competing for the future.Harvard Business Review
7. Kaplan,Robert S. and Norton,David P.,”The Balanced Scorecard:Translating Strategy into Action” , Harvard Business School Press., 1996a
8. Michael E. Porter, “Competitive Advantage: Creating and Sustaining Superior Performance”, New York: Free Press, 1985
9. Michael E. Porter, “Competitive Strategy: Techniques for Analyzing Industries and Competitors”, New York: Free Press, 1980
10. Michael E. Porter, “The Structure Within Industry and Companies Performance”, Review of Economics and Statistics, 1979
11. Michael E. Porter, Retailer Power, Manufacturing Strategy and Performance in Consumer Goods Industries, Doctorial Dissertation, Graduate School of Business Administration, Harvard University, 1973
12. Martin,E.W. “Critical Success Factors of Chief MIS/DP Exceutives,” MIS Quartely , Vol 6, No. 2, PP. 1-9, 1982
13. Nixon,B.,”Evaluating Design Performance,” International Journal of Technology Management,Vol.7,No. 2, PP. 814-819, 1999
14. Weihrich Heinz, “Heinz Weihrich :The Tows Matrix: A Tool for Situational Analysis”, New York: McGraw-Hill, 1982

網路文獻
1. 拓樸產業研究所，2009/09，http://www.topologu.com.tw
2. ITIS智網，http://www.itis.org.tw/index.jsp
3. 個案公司官網，2009/08，http://www.mic.com.tw
4. 個案品牌官網，http://www.mio.com.tw
5. GfK市場調查公司，http://www.gfk.com
6. CANALYS，http://www.canalys.com
7. IDC國際數據資料，http://www.idc.com.tw
8. GARMIN官網，http://www.garmin.com.tw/
9. TOMTOM官網，http://www.tomtom.com.tw/
10. 資策會MIC：http://mic.iii.org.tw/aisp/