| Summary: | 碩士 === 國立臺灣大學 === 國際企業學研究所 === 88 === The key implication for managers-that the environmental matters, supply and demand are three key fundamental factors of our Dynamic Competitive Strategy Model.
The interplay of supply and demand determine the product life cycle and the competitive cycle, the environmental matters focus attention on government sponsor policy, education, infrastructure and capital markets.
Adopting the Dynamic Competitive Strategy Model in defining high tech industry''''s distinguish competence and competitive strategy is our most important objective, the findings could be summarized as follows:
1. Many kinds of dynamics-that the different environmental matters and supply and demand portfolio may determine different key successful factor, so the player''''s should also change their strategy because of different dynamics.
2. According our Dynamic Competitive Strategy Model, "Low cost Competitive Advantage", "Economic Scale", "Vertical Integration" and "Foundry or CEM" are the major strategy of our high tech industry.
3. Mainland China have their own competitive advantage on government sponsor policy, education and infrastructure, so we should leverage their manufacturing competitive advantage and our capital markets competitive advantage, in order to create so many global competitive advantage business group.
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