現今工業標準化大量製造下發展已反映出市場由「供不應求」進入「供過於求」生產過剩狀態的成本競爭紅海市場。可是綜觀全球仍有數十億人口，由於經濟水平卻未感受到科技創新改變了生活型態的便利性。暗示科技產品在科技應用與新領域開發的產業生態，加入創新策略來佈局將會創造差異化新藍海市場。
企業經營行銷管理與市場接觸的媒介是公司的產品和服務，由個案的例子可看出企業不再只是企業本體和而是擴及整體生態平台下的產品服務，利於將創新科技帶到全世界每個角落，來滿足及提升人們在工作、生活、娛樂等各方面的市場需求。因此企業的創新要想獲得市場上需求的持續認可，就必須針對市場的客戶需求趨勢化指導逐步遵循PDCA(Plan,Do,Check,Action)循環管理技巧來不斷提高產品的性能和服務策略催化。此處的基本性能主要是指獲得現有競爭市場上普遍認可的性能，而差異化性能則是指那些並非所有企業都夠提供的產品特色，這些差異化性能若可以更好地滿足消費者需求，那就具有市場的壟斷性。
本研究以台積電與聯發科為例，依摩爾經濟學來探討半導體公司在元件尺度微縮化 競賽中創新策略的手法與通則性，再依公司創新個案探討與發展現況來作本質差異性的探討，藉由產品差異化進化到策略的差異化來優化技術創新、產能創新，成本競爭與商業模式創新的手法導引到新藍海市場的策略做歸納分析，研究發現個案中其永續經營手法中聚焦在產品的研發與創新價值來創造多重產品生命曲線疊加，得以再創公司生命曲線成長達到永續經營的目的。

The development under the current industrial standardization of mass manufacturing has reflected the market’s transition from "supply in short supply" to "oversupply" and overproduction in the Red Sea market of cost competition. However, there are still billions of people in the world. Due to the economic level, they have not felt the convenience of technological innovation that has changed the way of life. It is implied that the industrial ecology of technological products in the application of science and technology and the development of new fields, adding innovative strategies to the layout will create a new blue ocean market of differentiation.
The medium of business marketing management and market contact is the company’s products and services. From the case examples, it can be seen that the company is no longer just the corporate body and the product services under the overall ecological platform, which is conducive to bringing innovative technology to the world. Every corner, to meet and improve people's market needs in work, life, entertainment and other aspects. Therefore, if the innovation of an enterprise wants to obtain continuous recognition of market demand, it must gradually follow the PDCA (Plan, Do, Check, Action) cycle management techniques to continuously improve product performance and service strategy catalysis according to the trending guidance of market customer demand. The basic performance here mainly refers to the performance generally recognized in the existing competitive market, while the differentiated performance refers to the product features that not all companies can provide. If these differentiated performance can better meet the needs of consumers, That has the monopoly of the market.
Taking TSMC and MediaTek as examples, this research discusses the methods and general principles of semiconductor companies’ innovation strategies in the component-scale miniaturization competition based on Moore’s economics. From product differentiation to strategy differentiation to optimize technological innovation, capacity innovation, cost competition and business model innovation, the strategy leading to the new blue ocean market is summarized and analyzed. The study found that the sustainable management practices in the case are focused on Product R&D and innovation value create multiple product life-curve superpositions, which can recreate the company’s life-curve growth and achieve the goal of sustainable operation

摘 要 I
Abstract II
目 錄 IV
表 目 錄 VIII
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 4
第三節 研究流程與架構 5
第二章 文獻探討 7
第一節 晶片製造趨動軌跡:摩爾定律 7
第二節 摩爾經濟學:依循摩爾定律的技術創新在成本的效益 9
第三節 價值與價值創造:藍海策略 10
第四節 創新在企業永續的意義:營收與利潤主宰企業生命曲線發展 12
第五節 架構平台標準化:元件化運作有效利用外來資源 14
第三章 研究方法 16
第一節 研究對象與研究範圍 16
第二節 資料分析與研究方法 17
第四章　研究發現:個案公司研究歸納 18
第一節 晶圓製造是資本與技術密集式產業的創新 18
第二節 IC晶片設計是商業策略與腦力密集式產業的創新 20
第三節 個案在差異化藍海策略的通則性 23
第四節 由SWOT狀態看個案創新能力異同與侷限 28
第五章　研究結論與建議 31
第一節 結論 31
第二節 建議：地緣政治風險看晶片產業將加速工業4.0協同製造策略 優化 32
第三節 研究限制與未來研究方向 32

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