企業與企業之間通過網路互聯進行產品、服務及訊息交換等電子商務活動儼然已成國際共識，此舉直接引導了全球商品貿易中相關供應鏈和市場的透明化，卻也間接地提高了中小企業在市場上維持八面玲瓏的困難度。大企業往往採取品牌重新定位甚或策略合併等方式來擴展各式終端用戶市場的銷售通路或是藉此調整同業聯盟規模來延續企業生命力與活躍度。但對於中小型企業而言，專注於如何運用可行性策略搭配有限可用資源去對抗大量興起同業且佔有一席之地，秘訣在於定位出專屬於自己的利基市場、鞏固商業上被利用的價值以及追求在此特定領域中持續成長不被取代的能力。
此個案研究選定一間在水過濾行業中扮演B2B角色之受控外國公司，先藉由探討此公司之商業發展路徑圖中的定義發展路徑 (what)、如何發展 (how)以及為何發展 (why)三個指標，進而定位出水過濾行業中的可靠利基市場、找出進入和發展市場之策略，以及保持持續增長等關鍵因素。本論文根據上述受控外國公司提供之資料進行研究，專業利基市場選擇為：歐洲市場；研究題目為：用於歐洲醫院手術室的“末端”沖洗用濾芯。研究之次級資料的收集為：受控外國公司總裁及其主要客戶的深度訪談以了解其行業的背景、概況及受控外國公司過去數十年的營收/毛利率方面的表現。利用資源基礎理論模型（Resource-Based View model，簡稱 RBV）以及波特的五力分析模型 (Porter’s five Forces analysis model)代入對應的強弱危機分析法 (SWOT Analysis)進行研究設計、推論與總結：(1) 成功關鍵因素和(2) 潛在失敗風險。

資源基礎理論模型帶入CFC的SWOT之研究結果導出之關鍵成功因子如下：
- 能具有多樣性的產品線與服務模式以因應不同的終端用戶市場
- 能專注於特定產品區間的獨家技術，例如可替換式濾芯
- 領導者能具備預測市場趨勢的高靈敏度，例如發現市場萎縮時能即時調整產品結構及價值鏈
- 能提供最大且專業的服務去讓客戶死心塌地
- 能提供市場上最新穎前衛的產品解決方案
波特的五力分析模型模歸納CFC的SWOT之研究結果導出之潛在失效風險如下：
- 在擴展企業最大價值時採取自動化製程監控
- 提高相似度過高的客戶及供應鏈數量
- 只願意輕量資產投資於研發領域、實驗室能力和工廠產能及技術
本研究有效地總結了研究案例的關鍵成功因素和潛在失效風險，根據上述建議可成功定位且發展出利基市場，並能保持中小企業於B2B業務的穩定成長。

The prosperous utilities of e-commerce and Information Technology (IT) Connections resulted in the supply chain and market transparency in the business-to-business (B2B) global commodity trading. Such situation leads small and medium enterprises (SME) to be more difficult to keep flexibility and resilience in market. The common way to keep large enterprises surviving and outstanding were brand repositioning or strategic merging for expanding the distribution channels or adjusting the whole alliance size in varieties of end user markets. In contrast, to large enterprises, SME are focusing on feasible strategies with available resource to locate a niche market in order to survive among the global competition against the large scale emerges and knowing how to achieve their business survival security and sustainable growth in a certain professional domain.
The case study is based on a designated Controlled Foreign Company (CFC) who is a B2B player in the segment of water filtration industries so as to find the key factors related to the why, how, and what of the CFC’s business roadmap to locate a certain niche market, market entry/development strategies, and then to keep sustainable growing. An example of professional niche market from above mentioned CFC’s business roadmap has been applied to this study: point-of-use Resin terminal filter used for hospital surgery room in European market. The secondary data collect are from interview of CFC’s CEO to input industries briefing, and statement of company profile, CFC’s key client’s depth interview, and with CFC’s decades performance in revenue/gross margin. This study is designed to conclude 2 findings: (1) the key success factors and (2) the potential failure risk by the theories of altered Strengths, Weaknesses, Opportunities and Threats Analysis (SWOT Analysis) from a Resource-Based View model (RBV model) and Porter’s five Forces analysis model.
The results of key success factors from the analysis of RBV models mapping matrix with CFC’s SWOT are concluded with the diversity product line & service model to fit various end user markets, focusing on single expertise of product range – e.g. replacement filter cartridge, management staying in agile to adjust product portfolio and value chain to fight for visible downsize market trend, high customer viscosity by ultimate & professional service, and to launch pioneer product solutions in market.. etc.
The results of potential failure risk from the analysis of Porter’s five Forces to categorize CFC’s SWOT are concluded with continued value chain expansion to adopt in automatic processing control, enhanced alliance customer & supplier chain, and a lighter asset investment roadmap but to weight in the RD field, laboratory capability, & production techniques & capacity.
By concluding the key success factors and future failure risks, the suggestions would be able to locate and develop a niche market and keep in sustainable growth for SME B2B business.

論文審定書 i
誌謝 …………..ii
摘 要 iii
Abstract v
List of Figure…………………………………………………………………………. ix
List of Table……………………………………………………………………………. x
Table of Content .vii
Chapter 1 Introduction 1
1.1 Research Background 1
1.2 Research Purpose - How to locate a niche market and develop in growing: 1
1.3 Research Procedure 2
Chapter 2 Literature Review 3
2.1 SWOT 3
2.2 RBV (Resource-based view) 4
2.3 Porter’s Five Forces Analysis 6
2.4 Key Success Factors 8
Chapter 3 Research Design 10
3.1 Research Framework 10
3.2 Qualitative Research: 10
3.3 Designated Controlled Foreign Company (CFC) 11
Chapter 4 Case Study 13
4.1 Global Water Filtration Industries background: 13
4.2 Objective Case 16
4.3 Paradigm Shifting of CFC Company since 2010-2012: 19
4.4 Depth Interview from key customer in this end user market 21
Chapter 5 Empirical Analysis & Findings 24
5.1 The decisive strategies to enter a new niche market with new product by SWOT 24
5.2 Validation of success factors of decisive strategies by RBV model check list mapping 26
5.3 The risk of failure analysis by the model of Porter’s five Forces: 30
Chapter 6 Conclusions & Suggestions 35
6.1 Critical Success Factors 35
6.2 Suggestions to avoid potential failure risks 35
6.3 Theoretical Contribution & Managerial Implication 36
References 37

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