本研究欲瞭解台灣醫療器材產業的現狀及個案公司的策略運用情形，係以策略或競爭理論等分析方式，針對產業與該公司進行內外部分析，探討企業因採取策略的差異，進而使得核心競爭力、競爭優勢發生之變化，另外，並探究台灣醫療器材產業的整體環境及競爭優勢。
本研究採用個案分析法與文獻調查法做為研究分析的工具，透過深度訪談及資料整理歸納進行分析，觀察個案公司於成長發展中所經歷的不同階段，而在各階段其所運用的策略皆不盡相同，促使核心競爭力及競爭優勢亦有所轉變，並提出相關建議，做為該公司或產業界的參考。
本研究所得的結論如下：
一、台灣醫療器材產業的環境與資源條件尚未發展至完全成熟，企業需設法尋找適當的產業區隔或定位，運用正確的策略，才有機會成功。
二、企業的策略、核心競爭力、競爭優勢相互影響，產生演進互動的作用關係，公司應定期檢視本身的資源與能力，以判斷是否能夠維持企業的策略或競爭優勢。
三、企業所處的成長階段或環境位置不同，其策略運用及核心競爭力亦會有所差異，進而形成獨特的經營模式或管理方式，造就自身的競爭優勢。
四、企業依據策略擬定相關的營運方針或作為，而策略管理最重要的是執行力，個案公司因落實執行力，使得策略的功效得以發揮，以實踐企業永續經營的理念。
五、產業環境瞬息萬變，過去的成功模式現在未必適用，企業應透過分析找出適合自身發展的策略，持續強化核心競爭力及提升競爭優勢，方能面對現有或未來的威脅與挑戰，為公司爭取商機和創造最大的利潤。

This study intends to understand the current development of medical equipment industry in Taiwan and the application of strategies in the company of study. Internal and external analyses are performed to the industry and the company studied using analytic methods such as strategy or competition theory in order to investigate the difference caused due to different strategies taken by a company, which leads to changes in the core competitiveness and competition advantages over others. In addition, the overall environment and competitive advantages of Taiwan’s medical equipment industry is examined.
Case analysis and literature review are introduced as the tools for research and analysis. Different stages of development of the company studied is observed via in-depth interviews and analyzed with data summarization and regression. The different strategies used in each of the stages allow changes in the core competitiveness and competition advantages over others. Suggestions are provided at the end for the reference of the company studied or the entire industry.
This study has reached the following conclusion:
1.The environment and recourse for the development of Taiwan’s medical equipment industry has not yet been mature. The industry still has to find out the appropriate separation or position for itself in the global market. Only the use of right strategy provides the opportunity of success.
2.Business strategy, core competitiveness and competition advantage have influence to one another, which leads to an interactive relationship among the three. A company has to examine periodically its resources and capabilities in order to identify whether its business strategy or competition advantage can still be maintained.
3.As the stage of growth or the position in the grand environment that a company is at is different, there is difference in the strategy used and core competitiveness. As the result, a unique business model or management methods will come to shape, and the company’s own competition advantage will be created.
4.A company establishes its business guidelines or operations based on its strategies, but the power of execution is the most important to strategy management. Due to the embodiment of execution power, the company studied is able to put the effects of its strategies to the extreme, and its idea of sustainable operation of business is able to fulfill.
5.Changes come swiftly in the industrial environment. A successful model of yesterday is not necessary to fit today. A company has to find out the strategy that is the best for its development through series of analyses and keeping improving its core competitiveness and competition advantages in order to face what is thrown at it in the future, look for the best opportunities and make the most profits.

論文提要.......................................................... i
摘要.............................................................. ii
Abstract..........................................................iii
致謝詞............................................................ v
目錄.............................................................. vi
表目錄............................................................vii
圖目錄............................................................viii
第一章 緒論........................................................1
第一節 研究動機..................................................1
第二節 研究目的..................................................2
第三節 研究範圍..................................................3
第四節 研究流程..................................................4
第二章 文獻探討....................................................6
第一節 策略理論及文獻探討........................................6
第二節 競爭理論及文獻探討.......................................20
第三章 研究方法...................................................33
第一節 研究架構.................................................33
第二節 研究設計.................................................34
第三節 研究分析方法.............................................35
第四章 醫療器材產業分析...........................................37
第一節 醫療器材產業定義與範疇...................................37
第二節 全球醫療器材產業概況.....................................40
第三節 台灣醫療器材產業的發展與現狀.............................47
第四節 台灣醫療器材產業之SWOT分析、產業價值鏈及競爭優勢........55
第五章 個案研究...................................................64
第一節 個案公司介紹.............................................64
第二節 個案公司之策略及競爭分析.................................79
第六章 結論與建議.................................................94
第一節 結論.....................................................94
第二節 建議.....................................................97
第三節 研究限制................................................101
參考文獻.........................................................102

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三、網站部分
工研院產業經濟與趨勢研究中心 http://www.iek.itri.org.tw/
工業總會服務網 http://www.cnfi.org.tw/
台灣區醫療暨生技器材工業同業公會 http://www.tmbia.org.tw/
行政院衛生署 http://www.doh.gov.tw/
經濟部工業局 http://www.moeaidb.gov.tw/
經濟部生物技術與醫藥工業發展推動小組資訊網http://www.biopharm.org.tw/
醫療器材檢測驗證中心網 http://www.mdic.org.tw/