目前台灣面板自動化製造經營業者中最具有價值的優勢為設計開發能力。由於面板產業競爭激烈、台灣市場過小以及國內產業結構的問題，加上投入的研發經費不及大陸大型自動化廠，所以即使台灣具有創造出高技術價值的能力，也僅能在低階量大的製程中獲取利益。因此為能長期掌握其競爭優勢，在策略上，持續提升產品品質，以確保市場佔有率及領先地位。另一方面則領先市場的趨勢，提升其技術層次，並跨足高階及主流市場領域，以高階產品創造更高的附加價值。

本研究藉由個案分析方式探討個案E公司經營模式、成長策略及在大陸市場的行銷策略之有效性連結，個案E公司是一家具有30年歷史的國內興櫃知名面板自動化製造廠商，另外上具備研發/銷售等能力，E公司在台灣及大陸皆有設廠，在台灣市場也已有一定的主導地位，然而在大陸市場崛起之後，個案E公司面臨大陸品牌行銷策略的衝擊及同業削價競爭的打擊，面臨如此雙重壓力衝擊之下，該如何因應及擬定一個有效的行銷策略，本研究藉由決策程序及決策偏誤，以檢視內部問題;用衝突管理，以化解人際關係;個案最終透過風險管理理論，來評估管控風險的決策;用其相關管理理論，來協助引導並提升企業競爭力。

At present, the most valuable advantage of Taiwan’s panel automation manufacturing operators is the design and development ability. Due to the fierce competition in the panel industry,the small market in Taiwan as well as the problem of Taiwan’s industrial structure,coupled with the fact that the R & D funds invested by Taiwan’s companies are not as large as those by the large automation plants in China mainland, it is only possible to reap the benefit in the low-end and large-order manufacturing process,even if Taiwan has the ability to create high-tech value. Therefore,in order to grasp the competitive advantages in the long term，the product quality should be improved continuously in terms of strategies to ensure the market share and the leading position. On the other hand,the market trend should be led,the technical levels should be elevated，and the high-end and mainstream market field should be engaged in so as to create higher added value with high-end products.

By the case analysis method, this study discusses the effective connection of Company E’s business model, growth strategy and marketing strategy in China mainland. As a famous panel automation manufacturer with 30 years of history, Company E in this case who has the emerging stock in Taiwan also possesses the R & D and sales abilities, etc. Having set up factories in both Taiwan and mainland China, Company E has also played a leading position in the Taiwan market. However, with the rise of mainland China’s market, Company E faces the impact of marketing strategy of mainland China brands and the blow of cutting prices from companies in the same industry. Facing with such dual pressure, it must know how to respond to and formulate an effective marketing strategy. Examines internal problems through decision-making process and bias，as well as uses conflict management to resolve interpersonal relationships. Finally，the decisions of risk control are evaluated through the risk management theory,and the company is guided to strengthen its competitiveness by related management theory in this case.

1. Charles W.L.Hill、Gareth R.Jones、Melissa A.Schilling，2015.04，策略管理（三版），朱文儀、陳建男譯，華泰文化事業股份有限公司，頁180。
2. Stephen P.Robbins、Mary Coulter，2011.01， 管理學（十版），林孟彥、林均妍譯， 華泰文化事業股份有限公司，頁144-168。
3. 王興毅，2017.12.，產業智慧化趨勢與發展-以製造業為例，工研院產業經濟與趨勢研究中心（IEK）。
4. 吳東權，台灣精密機械產業之發展，百年紀念專刊（中工高雄會刊 第18卷 第4期）。
5. 吳承學，我國自動化控制設備發展概況，工業技術研究院 機械所。
6. 邱琬雯，民國107.01 ，臺灣機械產業現況與趨勢展望，機械工業雜誌(418期) 。
7. 許恩得譯，競合策略，第2章「競合策略」，頁31-69 。
8. 葉立綸，2013-2017， 機械產業年鑑(2013-2017經濟部技術處， 產業技術前瞻研究與知識服務計畫) 。
9. 施振榮與宏碁集團的策略聯盟， 莊素玉、方雅惠。
10. 翁良杰、蔡憲唐，2014.04 ，管理學-整合觀點與創新思維，中山大學企業管理學系著 四版，頁156-171。
11. 吳衍辰，2005，[我國TFT-LCD業者經營策略與競爭優勢分析]，國立台灣科技大學，工業管理系EMBA碩士在職專案學位論文。
12. 楊俊華，2014，[小量利基型產品與大量生產策略的彈性運用-以T公司為例]，國立台灣科技大學，工業管理系EMBA碩士在職專案學位論文。
13. EMBA編輯部，「提高你的策略彈性」EMBA ，#250 (2007/6)，頁98-107。