2007年年底美國次級房貸引發金融海嘯，隨著金融海嘯的骨牌效應，影響到全世界的金融業及企業，但也相對的考驗企業的體質是否完善，企業應虛心檢討企業的體質，並慶幸能夠有此機會去改善企業的體質。
本研究以工業電腦中作者本身有實際參與的公司「函數科技股份有限公司」為例，去深入剖析企業核心能力與經營模式的研究，透過本研究中以創新地圖的應用，由目前的創新地圖中，來了解企業目前的核心能力與經營模式是否俱競爭力，再由未來的創新地圖中，因發現新的顧客價值主張，來創造顧客及企業的新價值，或以改善或者調整關鍵資源及關鍵流程的作法來創造新的核心能力，來達到經營效能的提昇，以形成新的經營模式或改善經營模式。
本研究在實際研究個案中發現，原個案公司偏向一個技術導向型的公司，原本的顧客價值主張為：提供工業等級的硬體控制器。到後來新的顧客價值主張為：提供“顧客導向”且工業等級品質穩定及“易使用”的硬體控制器，已經由原本的技術導向型轉向為顧客導向服務型的公司，經由顧客價值主張的調整，需透過軟體服務加值流程與模組化設計及生產流程來解決目前的困境。透過軟體服務加值流程，經軟體產品客服工程師協助客戶提早完成客戶產品開發，且了解客戶真實及潛在需求，建議出符合顧客導向設計的產品，但因資源有限，所以實施軟體服務加值流程，可針對前二十大客戶，或針對新目標客群。
以模組化設計及生產流程取代專為客戶量身訂製的特製品，達到模組化半成品設計及生產，共同部份模組化，其餘部份再依需求製作，以減少庫存壓力。

In later of 2007, Financial Storm was induced by refinancing of house. It not only impact to the finance industry but also to all industries. This impact, indeed, is a good chance to exam solidness of enterprise operations. We may and should take this exam as feedback of operation and review overall operation to improve weakness, enhance and augment existing core competence.
This research is based on Fabia Tech Corporation, an Industrial PC company, as research target. The author, an employee of Fabia Tech, is able to understand core competence and review details of business models of operations. Applying existing innovation map, this research try to understand if her core competence and operation model could be competitive. Furthermore, employed future innovation map, the research try to discover customers’ new value and meanwhile the organization also try to relocate key resources and improve process to build innovation competence. With new-build competence, operation efficiency can be enhanced and new operation model can be built. As the result, a new operation model can be formed and can be improved.
In this research, we find the company is a technical-oriented company, and customers requirements are: providing industrial specifications for controller. Customers’ new value requirements are: customer-oriented industrial spec. quality controller with user friendly interface. This mean the company is switch from technical-oriented company to customer-service-oriented company. The customer-service-oriented switch need software, value-added process and modulization design and manufacturing to solve current issues. We can shorten development time via software, modulization and value-added process. In addition, we can understand

customer requirements and potential needs via doing so. With limited resources allocation, we provide such services for top 20 or new customers.
Employed modulization design and manufacturing to replace customization products will enable to do semi-module in design and production for partial of product and the rest can do customization as build-to-order basis. As the result, inventory can be reduced.

一、 中文部份
1. 馬克•強森Mark W.Johnson、克雷頓•克里斯 生Clayton M.Christensen、孔翰寧Henning Kagermann（2008），商業模式再創新，HBR,December 2008哈佛商業評論 全球繁體中文版
2. 資策會「贏在未來—產業分析的12堂課」
3. 勇於創新 (Winning Through Innovation) ，周旭華譯，天下文化。
4. 創新的原點 (How to Grew When Markets Don’t) ，Adrian Slywotzky and Richard Wise合著，洪瑞璘譯，數位時代。
5. 價值創新管理講義，梁瓊如教授著，國立台灣科技大學財金所。
6. 核心競爭力講義，梁瓊如教授著，國立台灣科技大學財金所。
7. 產業分析講義，詹文男教授著，資策會產業情報研究所所長。
8. 碩士論文參考，趙煥光，國立台灣科技大學九十五年度管理研究所EMBA碩士。
9. 資策會資訊市場情報中心，MIC產業研究報告，資策會 (2006) ，http://mic.iii.org.tw。
10. 策略九說：策略思考的本質﹒吳思華(2000)﹒台北市：臉譜文化出版﹒
11. 研華股份有限公司網頁，http://www.advantech.com.tw。
12. 創新與創業雜誌 期數:HBR012 出刋日期:2007年8月號 另闢成長蹊徑

二、 英文部份
1. Adner, Ron (2006) ，”Match Your Innovation Strategy to Your Innovation Ecosystem”， Harvard Business Review，vol.84, No4，pp.101
2. Geoffrey A.Moore（2004）“The old Innovation Stategy”, Harvard Business Review (August 2004) .

3. Philip Kotler (2003) , A Frame Work for Marketing Management, Second Edition.

4. Scott D.Anthony (2006) , “Mapping Your Innovation Stategy”, Harvard Business Review (May 2006) .

5. Fernando Suarez（2005），“The Half-Truth of First-Mover Advantage”, Harvard Business Review (April 2005) .

6. Thomke, Stefan , Hippel , Eric Von (2002) ，”Customers as Innovators: A New Way to Create Value”，Harvard Business Review，vol.80, No4，pp.76