台灣的印刷電路板產業在桃園一帶形成完整產業群聚，並以優越的品質、彈性化交期及競爭力的價格聞名國際，使得台灣成為目前全球電路印刷板第三大供應國，台灣印刷電路板產業在2000年達到最高峰，然而，隨著大環境景氣的變遷，在強大的採購議價力、高產品同質性及高市場集中度的影響下，板廠為了維持生產稼動率及日漸減少的訂單，只有不停的削價搶單，造成利潤下滑使而得不少知名大廠退出市場，如2003年十美、耀文，台路電子，2004年鴻源電子，然而，即使身處在如此競爭激烈的環境下，仍有廠商逆勢崛起維持高績效成長。

本研究以個案研究方式呈現三家高績效廠商的競爭策略¬¬¬－精成科技、定穎電子及志超科技，藉著問卷參訪及相關文獻探討以了解此三家廠商的競爭策略、核心能力及競爭優勢。在企業參與市場競爭的各個環節中，如何在激烈多變的市場競爭中選擇最佳策略已成為企業競爭取勝的關鍵，而競爭策略與核心能力緊緊相繫。研究結果發現，在本文的三家高績效的廠商分別採取不同的競爭策略，但核心能力皆相似，都十分注重行銷能力及生產效率。此外，由於競爭優勢是承接競爭策略及核心能力，從研究中得知，單打獨鬥的企業經營已經不合時宜，企業必須謹慎的計劃選擇與上下游或是同業整合已獲得最佳的綜效，如個案中精成科技(CMK-GBM)是選擇與全世界第一大板廠CMK合作，縮短技術研發及尋找客源的時程，定穎電子(Dynamic)以垂直整合的方式交叉投資上游材料廠商已取得穩定及競爭力的原料，志超科技(TPT)採水平整合，與其他單製程的板廠合作，以迅速的交期及優勢的價格站穩TFT-LCD PCB市場二哥的地位，當然除了選擇合適的策略聯盟，這三家板廠本身就具有穩定優秀的人力資源及精良的產品及製程技術，才能在競爭激烈市場中突破重圍持續成長。

Taiwan’s PCB industry has established a complete industry cluster in Taoyuan, we are famous for the flexible delivery, outstanding quality and competitive price, it leads Taiwan to become the third largest PCB production country in the world. Nevertheless, even PCB industry has essential position in worldwide IT industry, high market concentration ratio, high product homogeneity and powerful bargaining power of buyers have weaken the profitability and forced many leading companies exited the market, such as Shea May, Unicap, Printed Wire 2003 and Unic in 2004, however, under such competitive environment, there are few companies steadily grow up and holding high performance in this battlefield.
The purpose of this study is to present the competitive strategies of three high performance PCB companies –Global Brands Manufacturer Ltd(CMK-GBM), Dynamic Electronics Co. Ltd.(Dynamic) and Taiwan PCB Techvest Co. Ltd.(TPT) along with associated literature documentations, also, through the case study and on-site interviews, we may have better understanding of the core competencies and competitive edge inside these high performance companies.
The result of this study presents that different competitive strategies have been selected by CMK-GBM, Dynamic and TPT but all of them emphasize on marketing ability and production efficiency these two core competencies. Furthermore, their competitive advantages are driven from their competitive strategies and core competencies. Based on the study, isolated one-man business managing style is outdated. Instead, for the purpose of achieving the maximum synergy, enterprises must plan and choose punctiliously with their cooperating vendors or integrate with other companies of similar business conduction. For instance, CMK-GBM chooses to cooperate with the world’s biggest PCB company Japan CMK in order to shorten the time and effort in the fields of technology and customer development. Dynamic applies the tactics of vertical integration to crisscross the investment to the raw materials vendor so they are able to acquire the raw materials steadily and competitively. TPT selects the strategy of horizontal integration and cooperation with single production process PCB vendors so they are able to provide a prompt delivery data and a
competitive pricing. Furthermore, helping them to position as the 2nd biggest PCB supplier of TFT-LCD PCB market.
In viewing of this comprehensive study, besides the excellent choices of the suitable strategically alliances, all these three PCB companies also have outstanding and loyal manpower resource, high quality product, and superior production capability. Therefore, they are able to break through difficult dilemmas and to grow continuously in such an intensively competitive industry.

Table of Contents
Abstract(English)------------------------------------I　
Abstract(Chinese)------------------------------------III
Table of Contents------------------------------------IV
List of Figures -----------------------------------VII
List of Tables ------------------------------------XI
1. Introduction
1-1 Background -----------------------------1
1-2 Motivation and Objectives -----------------------1
1-3 Study Scope ----------------------------2

2. Literature Review
2-1 Definition of Performance -----------------------3
2-2 Performance Index --------------------------3
2-3 Measuring High Performance ----------------------7
2-4 Competitive Strategies: The Core Concepts -------8
2-5 Generic Competitive Strategies ------------------9
2-6 Market Challenger Strategy ----------------------10
2-7 Blue Ocean Strategy -----------------------------12
2-8 Core Competencies -------------------------------13

3. The Examination of High Performance Manufacturers
3-1 The Overview of Taiwan PCB industry -------------16
3-1-1 The Product Classification and Scope of PCB ---18
3-1-2 The position of Taiwan PCB Industry in Supply Chain ------------------------------------------------------19
3-2 Global Brands Manufacturer Ltd. -----------------19
3-3 Dynamic Electronics Co. Ltd. ------------------23
3-4 Taiwan PCB Techvest Co. Ltd. -------------------27

4 Research Methodology
4-1 Study Framework -----------------------31
4-2 The Case Study as a Research Method --------------32
4-3 Case Study Method ------------------------------32
4-4 Data Collection ------------------------------34

5 The Case Study
5-1 Purpose of Case Study and Questionnaire -----------35
5-2 Selection of the Case ----------------------------35
5-3 The explanation of the Samples --------------------36
5-4 Findings of Case Study ----------------------------37
5-5 Analysis of the Findings --------------------------42

6. Study Conclusion and Limitations
6-1 Conclusion ----------------------------------------45
6-2 Study Limitations ---------------------------------47
Reference ---------------------------------------------48

Appendix
A The Overview and Perspective of Global PCB Market ---52
B Uprising China PCB market ---------------------------56
C The Overview of Taiwan PCB Market -------------------63
D. Questionnaire ------------------------------------70

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