台灣當前面臨來自內部及外部的挑戰。內部挑戰來自於量產型產業的外移，迫使台灣產業必須轉型或升級，朝向服務、品牌創新、解決方案的新目標邁進。外部挑戰則肇因於全球巿場的變化及通訊技術進展，「世界又平又擠」已是必然趨勢，要在這個過度擁擠的市場脫穎而出，績效出色，企業應該超越只顧爭奪市場占有率的心態，努力開拓藍色海洋。擬定藍海策略，藍海策略不汲汲於打敗競爭對手，卻致力於為顧客和公司創造價值躍進，並因此開啟無人與之競爭的市場空間且把競爭變得無關緊要，並遵循不同的策略理念，追求所謂的價值創新（value innovation），這也是藍色海洋策略的基石。
而處在競爭激烈的微利時代裡，企業若還採用降低成本等傳統作法來提升優勢，必然走向傾圮衰敗一途。台灣高科技產業的優勢，正是來自於緊密互動的上下游所形成的價值鏈，負責製造的代工廠，主動提供驗證與支援技術，協助客戶在設計初期發現並解決問題，也是多方共同參與價值創新的最佳實例。透過價值創新並以知識經濟來決戰，是提升競爭優勢的唯一策略。
該如何運用企業內的優勢作為因應外在持續變化的競爭環境？
本研究透過學生對個案公司相關營運熟悉及與重要的決策關鍵人物許多年來的報告與溝通，及相關資料分析整理後，並以資訊策略、應用及應用成效為據。發現資訊的掌握是組織在進行規劃與控制時的必要條件，應用資訊系統更可以有效改善組織競爭力，策略性的資訊應用更可以成為組織的競爭優勢之一。資訊策略、應用與管理，主要是在檢視組織是否充分掌握決策相關的必要資訊、是否能以即時有效的工具來取得、分析、及應用這些資訊。而組織必需以快速有效的資訊工具，來蒐集和取得各種內外部的重要資訊（包括組織內各部門、顧客、供應者、同業、競爭者及周遭環境等），將資訊做深入的分析，並實際作為規劃、控制及決策時的主要依據，如此才能有效改善組織績效與提升競爭力。也應證了以下的理念就是創造藍色海洋的成敗，完全取決於對策略的做法。
在價值創新本身，「價值」和「創新」的分量同樣重要只有創新與實用功效、價格和成本配合得恰到好處，才能達到價值創新。個案公司資訊策略、應用及應用成效就是創新與實用功效的結合並產生滿足客戶的價值主張（客戶滿意的利潤）。
這個結果不僅提供個案公司日後經營管理的依據，盼望以個人有限才學之個案研究，盡最大努力，讓公司資訊策略的規劃及應用與管理的發展歷程與成功經驗，有系統的整理出來，以供往後接續研究人士參考。

ABSTRACT
Taiwan is now facing both internal and external challenges; the former originated from mess-production industrial migration coerces Taiwan’s industries to transform or upgrade towards the new targets such as the service, brand innovation, and solution program; in regard to the latter, it is caused by the variation of global market and the progress of communication technology. It is natural trend that the world becomes either flat or crowded. To stand out of the overcrowded market and maintain an outstanding performance, the enterprises shall transcend the mindset scrambling for market sharing only, instead, they shall endeavor to develop the blue ocean and draft the strategy of “Blue Sea” to create the comprehensive value for customers and companies, rather than to defeat competitors. The cornerstone of the blue-sea strategy is to create a market space nobody competes, transform competition into indifference, comply with the concept of dissimilar strategies, and pursue what so-called the “Value Innovation”.
In the intense contention and micro-profit time, the enterprises shall inevitably be heading for declination if they still adopt the traditionally cost-down measure to enhance their dominancy. The high-tech superiority in Taiwan is no other than the value chain formed by a tight interaction between the upstream and the downstream OEM makers who are in charge of manufacture and provide actively the authentic and supportive technology, not only helping customers to solve the problems discovered in the initiative period, but also mutually and comprehensively joining in the value innovation. As an optimum practice---to bet a decisive battle on knowledge economics and value innovation, this is the sole strategy to promote the competing advantage.
The question is--- how to exercise enterprises’ internal advantage as an element to respond to the continuously changed and competed environment.
Basic upon the application (achievement) of data strategy, and through the communication with and the report made by important decision-makers who are familiar with company’s operation, this study discovered that to preside over the data is an essential condition to organize and control an organization. The application of data system can effectively improve organizational competitiveness, and that of strategy data can even become one of organizational competing advantages. The date strategy, application and management is primarily to review an organization if it could control the necessary information in relation to strategic decision, or use the prompt and efficacious instrument to obtain, analyze, and put these data in use. The organization shall use the fast and useful data tool to collect various important information from either the internal or the external (including each sector inside the organization, customers, suppliers, brotherhoods, competitors, and environments) and to analyze these data in depth as a main foundation of scheme, control and policy-decision. Only doing so, can the organizational performance be improved and the competitiveness be promoted, so as to verify the following ideas that success or failure to create Blue Sea is totally relying on the strategic measures.
The value innovation, as it were, shall have a symmetric weight in both “Value” and “Innovation”; only the innovation, the pragmatic effect, the price and the cost able to be perfectly allocated, can the value innovation can be succeeded. The individual company data strategy, the application, and the application achievement are the combination of innovative and practical effects to generate Value Proposition to satisfy customers (their satisfactory profits).
This outcome is not only providing the basis for individual company’s future operation and management， but also hoping the author’s research on individual case able to have companies sort out systematically the project of data strategy and the developing cause and successful experience of application and management for references of subsequent researchers.

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