隔熱紙產業算是封閉型的傳統產業，進入的品質要求水平高，投入生產設備與空污防治設備建置成本高，但客單價低，先天設立此進入門檻，往往造成大企業的卻步，使得此行業存在高競爭性，迫使企業須不斷與時俱進，保有競爭優勢，才能持續的成長茁壯。本研究擬探究一被視為「夕陽工業」、「傳統產業」的隔熱紙公司經營著，在因應外部環境的快速劇變下，隔熱紙產業所面臨到的經營困境為何?如何提升組織效能，維護企業價值?企業經營著如何掌握自身的優勢，以作為因應外部快速變遷之競爭條件?本研究經由文獻收集整理出合適且有關連性之因素，藉由個案公司內外部環境構面，與企業經營策略自身的實力及其競爭對手的比較之分析。對千帥專業汽車美容創辦人JACK先生、上海哲曼企業管理諮詢公司總經理KEN先生與寶雅工業公司總經理ANDY進行訪談驗證調查，來佐證本研究。本研究發現：1.對個案公司而言，品質不斷提升與供應鏈垂直分工整合模式，是持續經營的優勢基礎。2. 人才的培養是企業經營的核心資源。3. 企業要能即時提供市場需求與有競爭力的產品。

Solar window film business is seen as a closely held conventional industry. The cost of starting a solar window film company is held at high standards due to its high cost in manufacturing facilities and air pollution control devices and its low units per transaction (UPT.) The high cost and low UPT cause giant corporations stepping back and choosing not to invest in solar window film industry and that results in creating a highly competitive environment forcing related smaller companies to innovate consistently, stay competitively and grow steadily.
This research focuses on business management of solar window film companies in a declining and conventional industry. The study examines the challenges solar window film industry faces under the rapidly changing external environment, the company methods in improving organizational effectiveness and maintaining enterprise value and how business operators utilize its intrinsic advantages into adapting competitive conditions under the rapid external changes.
This paper looks at the apposite and relevant factors based on collected and sorted data done in this research. Based on the analysis done on solar window film industry, this research analyzes both the external and internal environment facets on the case study company and the business operational strategies between the company and its competitors. Three interviews were done separately in this study. The interviewees are:
The founder of Automotive Beauty Company, Mr. Jack, the general manager at Jasman Excellence Services, Mr. Ken and the general manager at Poya-Tech Mr. Andy. The research shows:
1. For individual companies, consistent improvement on quality and production line integration on vertical specialization are the two basic advantages for going concern.
2. Talent development is the core and essential resources at business management
3. Company should be able to produce and launch competitive products according to market needs

中文部分
1. 吳萬益、林清河（2001）。企業研究方法。台北：華泰。
2. 咸儀慈（2003）。中小企業競爭優勢策略要素之探討－以信合美視雷射中心為例。國立中山大學企業管理學系碩士論文。
3. 麥可.波特著（1996）。國家競爭優勢。李明軒、邱如美譯。台北市：天下遠見。
4. 麥可.波特著（1998）。競爭策略－產業環境及競爭者分析。（周旭華譯）。台北市：天下遠見。
5. 麥可.波特著（1999）。競爭優勢（上、下）。李明軒、邱如美譯。台北市：天下遠見。
6. 劉興台（2002）。傳統產業轉型關鍵成功因素之探討－以台灣鹽業為例。中華大學碩士論文
7. 盧希鵬（2011），從理論到模式：談企業經營模式，經理人，p.24-p.25。
8. 盧希鵬（2011），價值模式：你為什麼買這本雜誌？，經理人，p.24-p.26。
9. 盧希鵬（2015），為什麼E.T.的食指那麼長-隨經濟下的42種企業經營模式與策略思維。台北市：商周出版。

英文部分
1. Alexander Osterwalder and Yves Pigneur, "Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers,” John Wiley & Sons, June 2010
2. Barney, J.B. (1991). Firm Resources and Sustained Competitive Advantage,Journal of Management, 17, 99 - 120
3. Barney, J.B. (1986).Organizational Culture：Can it be a Source of Sustained Competitive Advantage? Academy of Management Review .11, 656-665
4. Collis D. J.Montgomery C. A. (1995), Competing on Resources：Strategy in the 1990s：Harvard Business Review, 73(4).118-128.
5. Dierickx, and Cool (1989). Asset Stock Accumulation and Sustainability of Competitive Advantage, Management Science, 35(12), 1504-1513
6. Weihrich，Heinz（1982），The SWOT Matrix-A Tool for Situational Analysis，Long Range planning，Voll5，No.2，p.60

網路參考來源
1. 光譜圖片來：https://en.wikipedia.org/wiki/Sunlight
2. 自由時報：因陽光太刺眼男子開車暴衝4車連環撞http://news.ltn.com.tw/news/society/breakingnews/1736646
3. 商業模式九宮格原理圖：https://www.youtube.com/watch?v=eUwGePieHCg
4. 國際能源署https://www.iea.org/
5. 寶雅工業股份有限公司：WWW.POYA-TECH.COM.TW