聽力是一個重要的健康保健議題，然而有聽力受損的現象卻忽略它，日後將會 產生更嚴重的問題(WHO,2021)。儘管在助聽器的陪伴下使聽力受損者逐漸恢復聽力 健康，還是有許多應該要配戴助聽器卻未配戴的聽損患者，其原因為價格的考量、 大眾對配戴助聽器者的不良刻板印象、在意外界眼光、覺得沒必要戴等眾多因素。 如何說服需要使用助聽器的人完成配戴進而幫助他們持續進行聽力保健是個值得探 討的議題。
本研究透過利用邏輯制度、競爭優勢與破壞式創新等理論對台灣本土助聽器公
司元健大和撰寫成教學個案，其總經理吳總過去在持續當日本助聽器大廠的代工廠
商到停止代工轉而走向創立自身品牌的道路所顧及的原因為何，以及創立元健大和
後的行銷策略與其競爭優勢為何，最後透露吳總對於公司未來該前往哪些地區拓廠
的資訊等開放式問題讓學生進行批判性思考。

Hearing is an important health care issue. However, the phenomenon of hearing loss ignores it, which will cause more serious problems in the future (WHO, 2021). Although hearing aids can gradually restore hearing loss people, there are still many hearing-impaired patients who should wear hearing aids but do not. The reasons are price considerations, the public's negative stereotypes about hearing aid wearers and many other factors.
How to convince people who need hearing aids to complete the wearing and help them continue their hearing care is an issue worth exploring. This research uses the theory of Institutional logic, competitive advantage and disruptive innovation to write the teaching case for DIGIBIONIC,which is a local hearing aid company in Taiwan. Its general manager, Mr. Wu, used to deal with Omron's foundry or stopped foundry and turned to What are the reasons for the concerns about the road of establishing its own brand, and what are the marketing strategies and competitive advantages after the establishment of DIGIBIONIC, and finally revealed Mr. Wu's open-ended questions such as information on which areas the company should go to to expand factories in the future, so that students can think critically .
Its general manager, Mr. Wu who used to become Japanese foundry to stopped foundry.Then turned to create and establish the road of its own brand.What are the marketing strategies and competitive advantages after the establishment of DIGIBIONIC.
In the end, it was revealed that the case study of DIGIBIONIC let the students to think critically about open-ended questions such as information about which areas the company should go to expand factories on the other countries in the future.

目錄
摘要---- i
致謝---- iv
目錄---- v
圖目錄-- vii
表目錄-- viii
第一章 緒論------1
1.1 研究背景與動機---1
1.1.1研究背景----1
1.1.2研究動機----2
1.2 研究目的--3
1.3 研究方法--3
1.4 研究步驟與架構---4
第二章 文獻回顧---5
2.1制度邏輯------5
2.1.1制度邏輯簡介---5
2.2競爭優勢理論----6
2.2.1基於資源上能力的競爭優勢------6
2.3破壞式創新-----7
2.3.1商業模式創新---8
2.4研究架構--------9
第三章 研究方法-----10
3.1 質性研究方法------10
3.1.1個案研究法----10
3.1.2深度訪談------12
3.1.3教學歸納法----13
3.1.4互動式教學法---14
第四章 助聽器相關文獻回顧---15
4.1助聽器簡介------15
4.2使用助聽器的目標-----15
4.3 助聽器市場趨勢分析---16
4.3.1綑綁成本-----20
4.3.2市場過於集中-----21
第五章 元健大和個案研究----22
5.1六大助聽器計有大廠資訊概要------23
5.1起點：元健大和的代工之路------27
5.2創新的兩難：該繼續從事代工？或是自己開創一條新的道路--29
5.3如何扭轉劣勢並建立競爭優勢？資源重組與制度空窗的機會--31
5.4元健大和行銷以及商業模式----35
5.5下一步？未來的方向---------40
5.6結語：破壞式創新模式會成為助聽器產業的主流嗎？-----42
第六章 教學指引---44
6.1個案回顧------44
6.2教學目標與適用課程/對象--44
6.3教學流程規劃---46
6.4課程討論問題與參考解答---48
第七章 結論與建議--66
7.1結論----66
7.2建議----67
7.3研究限制-----68
參考文獻----69
中文部分---69
英文部分---70
網址部分---76
附錄------74

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網址部分
[1]元健助聽器官網。取自：https://www.digibionic.com/
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