探究企業的核心競爭力，解析企業所進行的價值創新活動，應能對企業經營產生相當正面之助益。也許一般認為只有高科技或新興產業才需要進行價值創新活動，然事實證明，企業存在一天，競爭將無所不在，除非打倒競爭者(紅海策略)，或破壞原先之競爭規則(藍海策略)，轉變對自己不利的局面，才能讓企業得以獲得生存發展之空間。
本研究係以個案公司─台興公司為主體，研究內容主要為探討個案公司的營運策略與成果，加上研究生事實上就親身參與個案公司經營事宜，於此再一次回顧整理了解企業之核心競爭力及經營策略，配合文獻內所建構之理論與模型，探索、歸納並推導出個案企業所進行的活動，來印證是否符合本研究中所建構有關企業價值創新與未來發展軌跡的策略地圖模型，並希望透過本個案研究的了解探討，達到以下兩個目的：一是，嘗試以較藍海策略小一些架構規模的白地策略理論，配合價值創新學理分析歸納公司較具優勢的核心競爭力以及成功的獲利模式；其次，加入企業經營體對於未來外在環境的變遷趨勢，設定出未來的目標所在地的樣貌，再運用「行動方案矩陣彙整表」，及「創新」網路化新規則之軌跡模擬策略工具，建構未來發展策略草圖。

Explore the core competitiveness of enterprises and enterprise value innovation activities, should be able to have a fairly positive help on business. Maybe only highly technology or new industries are generally considered the need for value creation activities, and proved, business day, competition is everywhere, unless they beat competitors (Red Ocean Strategy), or destruction of the original competition rules (Blue Ocean Strategy), changing the situation for its own good, to allow enterprises to get survival and development space.
This research of the case company is ‘Tai-Shing’ company for main, research content main for discussion case company of operating policy and results, plus graduate actually on personally participation case company operating matters, Yu this again once recalled finishing understanding enterprise of core competitiveness and the operating policy, tie literature within by construction of theory and model, exploration, and antibody and derivation out activities by case enterprise adapted, to confirms is meet this research in the by construction about enterprise value innovation and future development track of policy map model. And hope through this case research of understanding discussion, reached following two purpose: one is, tries to take more blue sea policy small some schema scale of white policy theory, tie value innovation theoretical analysis antibody company more with advantage of core competitiveness and success of profit mode; secondly, joined enterprise operating body for future external environment of changes trend, set out future of target location of sample appearance, again using "Action Program Matrix Table" and “The New Rules for Bringing Innovations to Market” track simulation policy tools, Construction development strategy plan for the future.

中文書籍/期刊/論文

一、金偉燦(W. Chan Kim)與莫伯尼(Renee Mauborgne)著，藍海策略-開創無人競爭的全新市場，黃秀媛，第27~124頁，台北，天下遠見出版，民國94年。
二、中野 明著，金偉燦與莫伯尼的藍海策略圖解，黃美青譯，第16~71頁。民國96年，
三、馬克．強森(Mark Johnson)著，白地策略-打造無法模仿的市場新規則，林麗冠，第25~108頁，台北，天下遠見出版，民國99年。
四、中野 明著，麥克．波特的競爭策略圖解，李毓昭譯，民國96年。
五、朱博湧、江逸之、王慧馨、宋建生、黃仁謙、黃正凱著，藍海策略台灣版-15個開創新市場的成功故事，台北，天下遠見出版，民國95年。
六、金偉燦(W. Chan Kim)與莫伯尼(Renee Mauborgne)著，「策略新藍海」，哈佛商業評論，新版第37期，民國98年。
七、鄭庭榮，（2008），創新網路化新規則策略研究-以鼎新電腦為例，台灣科技大學，碩士論文

英文書籍/期刊/論文

八、Bhaskar Chakravorti (2004)，”The New Rules for Bringing Innovations to Market”，Harvard Business Review（Apr.2004,vol.31，pp.60~70）
九、Patrick Lencioni(2002)﹐“Make Your Values Mean Something”﹐Harvard Business Review
十、Peter F. Drucker(1998)﹐“The Discipline of Innovation”﹐Harvard Business Review
十一、Geoffrey More(2004)﹐“Darwin and the Demon: Innovating Within Established Enterprises”﹐Harvard Business Review
十二、Ron Adner(2006)﹐“Match Your Innovation Strategy to Your Innovation Ecosystem”﹐Harvard Business Review
十三、Geoffrey A.Moore（2004）﹐“The old Innovation Stategy”﹐Harvard Business Review
十四、Philip Kotler (2003)﹐A Frame Work for Marketing Management﹐Second Edition
十五、Scott D.Anthony(2006)﹐“Mapping Your Innovation Stategy”,Harvard Business Review
十六、Fernando F. Suarez（2005）﹐“The Half-Truth of First-Mover Advantage”, Harvard Business Review
十七、Eric Von Hippel, Stefan Thomke, Mary Sonnack (1999),“Creating Breakthroughs at 3M”,Harvard Business Review
十八、Magidson﹐Gregg Brandyberry(2001)﹐“Putting Customers in the "Wish Mode"”,Harvard Business Review
十九、Stefan Thomke﹐Eric von Hippel(2002)﹐“Customers as Innovators: A New Way to Create Value”﹐Harvard Business Review
二十、Donald L. Laurie﹐Yves L. Doz﹐Claude P. Sheer(2006)﹐“Creating New Growth Platforms”﹐Harvard Business Review
二十一、C.K. Prahalad﹐Gary Hamel(1990)﹐“The core competence of the corporation”﹐Harvard Business Review
二十二、Chris Zook(2007)﹐“Finding Your Next Core Business: What if you've taken your core as far as it can go? ”﹐Harvard Business Review
二十三、W. Chan Kim及Renee Mauborgne﹐“Blue Ocean Strategy”