當代工廠與品牌客戶長期合作，累積一定的技術實力與關鍵能力後，若將營運活動擴張到自有品牌，與品牌客戶的關係將從合作轉變為競爭。在這種合作中啟動競爭的情況下，代工廠在策略上需要考量與品牌客戶的競合關係，降低品牌客戶的察覺與回應行動，增加企業的市產佔有率。本研究即在探討某隱形眼鏡公司如何透過價值鏈分析，來建立核心競爭優勢，進而利用動態競爭分析，透過定位與地理區域的策略差異，採取避實擊虛、鴨子滑水的方式，管理其與品牌客戶的關係，藉此累積後續成長、發展的動能。研究結果對於以代工為主的台灣企業來說，將有重要之實務意涵。

After long-term cooperation between an original equipment manufacturing (OEM) company and its downstream brand firms, the OEM producer’s production techniques and abilities may become well-developed and mature. If the OEM firm decides to expand his business by developing its own brand, its cooperation relationship with the brand customer will turn into the competition relationship.
When this competition relationship comes to effect, OEM needs to take this kind of cooperative & competitive relationship between him and his brand customer into his strategy consideration, in order to reduce the awareness and the further back-attack behaviors from his brand customer, so that the market share of the OEM could have larger possibility of expanding.
This research is to discuss about the strategies used by one contact lenses company, how he uses the value chain analysis to set up his own core competition advantages, and how he further uses the dynamic competition analysis and local strategy differences analysis to avoid direct competition with his own brand customer, where he does not only keep good relationship with his brand customer, but also collects his own developing and growing energy for the future.
For the Taiwan enterprises focusing on the OEM manufacturing, the results from this research offer an important practical meaning.

目錄
論文審定書
公開授權書
誌謝…………………………………………………………………….…………i
摘要………………………………………………………………………………ii
Abstract...................……………………………………………………………..…iii
目錄………………………………………………………………………………iv
圖次………………………………………………………………………………vi
第一章 緒論……………………………………………………………………01
第一節 研究背景與動機……………………………………………………01
第二節 研究目的……………………………………………………………02
第三節 研究流程……………………………………………………………03
第二章 文獻探討……....……..…………………………………………….04
第一節 動態競爭理論………………………………………………………04
第二節 動態合作………...……….…………………………………………18
第三節 價值鏈………...……….……………………………………………20
第三章 研究設計與方法……………………………………………………23
第一節 研究對象……………………………………………………………23
第二節 研究方法……………………………………………………………26
第四章 研究結果分析及探討……………………………..………………28
第一節 產業概況………. …………………………………….……………..28
第二節 由代工建立合作關係……………………………………………….30
第三節 由品牌管理競爭與合作關係……………………… ………………31
第五章 結論與建議………………………………………………………………32
第一節 結論………………………………………………………………….32
第二節 建議………………………………………………………………….33
參考文獻……………………………………………………………………………34

一、中文
陳明哲，2010，動態競爭，台北：智勝文化。
Fleisher、Bensoussan，2011，企業策略與競爭分析工具應用，台中：滄海。
Rita Gunther McGrath ，Ｔhe End of Competitive Advantage：How to Keep Your Strategy Moving as Fast as Your Business，2015，台北：天下雜誌。
Geoffery A.Moore，2012，Escape Velocity：Free Your Company’s Future From the Pull of the Past，台北：天下。
哈佛商業評論2012
二、網路
工研院IEK產業情報網，2014，http://ieknet.iek.org.tw/。