| Summary: | 碩士 === 淡江大學 === 國際企業學系碩士在職專班 === 100 === In recent years, the rapid growth of consumer electronics products has stimulate the upstream, midstream, and downstream of electronic industry to grow fast. However, both of Asia Financial Crisis in 2007 and Europe’s debt crisis in 2010 had led to global recession and electronic industry was affected badly by these two backlashes; especially for PCB industry, whose feelings were much more obvious. For more than 20 years in Taiwan, PCB industry has become a mature industry and formed the business cluster with a robust integration between each stream. Under the difficulty in entering this mature industry, how to get rid of low-profit competition and, at the same time, enlarge the gap of technique between competitors have become crucial lessons for each company.
The case study is on U company, which has the producing experience in HDI manufacturing techniques for many years so that its level of technique is much higher than other competitors. The study identifies U company’s elements of formation in competitive strategy through theoretical framework analysis of Lin and Pao (2004), analyzes the advantages and disadvantages of its inner environment by 7S model, dissects the opportunities and threats in its industrial environment through Five Forces analysis model, uses PESTEL model to evaluate the impact from macro-environment, and conclusively makes an overall analysis on its inner, industrial, and macro environment for evaluating if it is feasible for U company to apply its HDI technique to rigid-flex boards, and then to produce high-profit and high-value products for achieving the destiny of enterprise sustainability.
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