中國大陸自從改革開放以來，由於土地廣大、工資低廉，吸引全球許多廠商到當地設立工廠，因而在改革開放的前二十年，中國一直著扮演世界工廠的角色。隨著經濟快速發展，國民所得及消費實力逐漸提高，在中國加入WTO後，政策方向也由依賴外銷往擴大內需轉型，中國大陸逐步由世界工廠轉變為世界市場。個案公司也在這一波產業西進的浪潮下，前進中國大陸市場發展。
近年來中國大陸總體環境變化之大，電子產品內需市場的需求量快速成長，更帶動整個半導體產業規模不斷成長，同時也促進全球及中國大陸本土之電子零組件通路商崛起，更使得台灣電子零件通路商在中國大陸市場面臨競爭愈來愈劇烈之產業環境。
本研究以台灣電子零組件通路商個案公司為研究對象，採「個案分析法」，透過蒐集相關文獻理論與個案公司次級資料，並進一步與個案公司之高階經理進行深入訪談，藉由對半導體產業市場的五力分析、對個案公司的SWOT分析，再歸納出個案公司在中國大陸市場所採用的競爭策略及關鍵成功因素。

Since the reform and opening up in China, due to the majority of the land, low wages, attracting many global manufacturers to set up local factories, which in the first two decades of reform and opening up, China has been playing the role of the world's factory. With the rapid economic development, national income and consumption strength gradually increase after China's accession to WTO, the policy direction is also dependent on sold outside by the expansion of domestic demand in transition, the Chinese mainland and gradually shift from the world's factory for the world market. The company is also the case under this wave of industry wave westward, advancing the development of the Chinese mainland market.
In recent years, Chinese mainland large domestic market demand for electronic products, the rapid growth of the overall changes in the environment, but also lead the entire semiconductor industry growing scale, but also to promote global electronic components distributors in mainland China and the mainland's rise, but also makes electronic components in Taiwan distributors in the Chinese mainland market is facing increasingly intense competition in the industrial environment.
In this study, electronic components distributors in Taiwan case study companies, mining "case analysis" by collecting relevant literature theory and case company secondary data, and further cases with senior managers and the company's in-depth interviews, with the semiconductor five forces industry analysis of the market, the company's SWOT analysis of the case, and then summed up the case in competitive strategy adopted by the Chinese mainland market and key success factors.

一、中文部分
1. 王敏慧(2006)，「企業策略群組與資本市場評價關係探討—以台灣上市櫃IC通路商為例」，國立臺灣大學管理學院會計與管理決策組碩士論文。
2. 林志翰(2007)，「台灣上市櫃資訊電子業赴大陸直接投資對經營績效影響之研究」，東吳大學商學院企業管理學系碩士班碩士論文。
3. 吳堉文(2005)，「我國IC通路產業關鍵成功因素之研究」，國立臺灣大學管理學院會計與管理決策組碩士論文
4. 曾秋凰(2011)，「半導體通路商在中國大陸的經營關鍵成功因素—以A公司為例」，國立中央大學管理學院高階主管企管碩士班碩士論文。
5. 蔡仲文(2010)，「電子零件通路商在中國市場競爭優勢之研究-以X公司為例」，國立交通大學高階主管管理學程碩士班碩士論文。
6. 楊文彥(2004)，「企業國際化動機、市場進入策略與經營績效關係之研究-以台灣速食麵製造業為實證」，國立成功大學高階管理碩士在職專班碩士論文。
7. 謝宏昌(2008)，「電子零組件通路商策略發展之研究—以全科科技股份有限公司為例」，國立臺灣大學管理學院碩士在職專班商學組碩士論文。

二、英文部分
1. Aaker, D.A. (1984), “Strategic Market Management”, New York: John Wiley& Sons Inc.
2. Andrews, K. (1971), “The Concept of Corporate Strategy”, Homewood, Illinois: Dow-Jones-Irwin.
3. Ansoff, H.I. (1965), “Corporate Strategy”, New York: McGraw-Hill Press.
4. Daniels, J.D., Radebaugh L. H. ＆Sullivan, D. P. (2002), Globalization and Business, New Jersey: Prentice-Hall.
5. Glueck, W. F and Jauch, L. R. (1980), “Business Policy and Strategic Management” New York : McGraw-Hill.
6. Kaplan , R. and D. Norton (2000), “The Strategy Focused Organization”, Harvard Business School Press, Boston ,Massachusetts, Nov, p.23-26.
7. Kotler, Philip (1984), “Rethink the Marketing Concept", Whalen, Bernie. Marketing News, Sep 14, Vol.18, Iss. pp.9
8.Miles, R. E. and C. C. Snow (1978), “Organization Strategy: Structure and Process”, New York: McGraw-Hill.
9. Porter, M. E. (1980), “Competitive Strategy：Techniques for Analyzing Industries and Competitors”, New York：Free Press.
10. Porter, M. E. (1985), “Competitive Advantage – Creating and Sustaining Superior Performance”, New York: The Free Press.
11.Thompson, A. A. and Strickland III, Jr. A. J. (2001), “Strategic Management”, 12th ed., McGraw-Hill/Irwin.

三、網站部分
1. MBA智庫百科，http://wiki.mbalib.com/
2. 公開資訊觀測站，http://mops.twse.com.tw/
3. 台灣半導體產業協會，http://www.tsia.org.tw/
4. 台灣經濟新報資料庫，http://www.tej.com.tw/
5. 個案公司網站，http://www.alltek.com/
6. 電子時報，http://www.digitimes.com.tw/
7. 維基百科，https://zh.wikipedia.org/zh-tw/