自從數位相機發明並開始量產，品牌廠商不斷創新技術投入研發，在2011年全球銷售達到高峰。但此後，數位相機受到破壞性創新產品等內外部競爭影響，市場銷售大幅衰退。主要日系品牌數位相機，在台灣面臨銷售數字下滑，苦思如何解決市場困難點。
在嚴峻的銷售環境下，本研究以台灣區數位相機代理商R公司為個案對象，分別以五力分析及SWOT-TOWs等模型矩陣，運用交叉分析結果，提出改變現狀的戰略與戰術。研究結果顯示，除了穩固既有相機使用者的忠誠，同時需要利用本身優勢專注專業市場的潛在機會。另一方面，在替代商品持續不斷的威脅下，除了改善目前經營模式，R公司必須捨棄部分產品，開展新銷售市場以提高未來營運獲利。

Since the digital camera was invented and mass-produced, brand manufacturers
continued to innovate their technology and invest in R&D. Global sales reached their
peak in 2011. Soon after, however, digital cameras were affected by internal and
external competition, such as disruptive innovative products, and market sales
declined dramatically. The major Japanese brand companies faced a sales decline in
Taiwan and struggled to solve difficulties.

Under these serious sales conditions, this research is based on the case of R
Company, a digital camera agent in Taiwan. The Five-Force analysis and the
SWOT-TOWs model matrix are both used to do the cross-analysis. Based on the
analysis results, this research proposes strategies and tactics for R Company to change
the difficulties in camera sales.

The results show that, besides keeping the loyalty of the existing camera users, R
Company needs to utilize the advantages to focus on potential opportunities in the
professional market. On the other hand, under the threat of substitution, in addition to
improving the current business model, R Company must discard some product lines
so as to import new products and develop markets to increase profit in the future.

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1. 朱文儀, & 陳建男. (2015). 策略管理: 華泰文化事業股份有限公司.
2. 許書銘, (2009年1月) 策略規劃模式與策略發展。「2009管理個案成長培訓營」，東海大學。
二、 英文參考文獻
1. Grove, A. S. (1996). Only the paranoid survive: How to exploit the crisis points that challenge every company and career. Broadway Business.
2. Porter, M. E. (1980). Competitive strategy: techniques for analyzing industries and competitors. New York: Free Press.
3. Weihrich, H. (1982). The TOWS matrix—A tool for situational analysis. Long range planning, 15(2), 54-66.

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