在台灣經濟發展的歷程中，是藉著傳統產業結構不斷的調整與轉型，經濟才能持續的成長與發展。故台灣產業能否面對環境適時適當的調整企業成長策略，卻成為企業存續發展之關鍵因素。
本論文係以台灣石化業標竿企業之一的奇美集團企業為個案研究對象，研究其在過去數十年間經營與成長的軌跡中，對於本業發展、水平多角化、垂直整合與國際化之成長策略運用，以及其成長與轉型經營成果。以企業資源能力的移動方向，如本業發展（原有資源擴展）、水平多角化（創造新資源）、垂直整合（上下游資源整合）、國際化（資源進入國外市場）等，並將其成長歷程劃分為資源部署期（第Ⅰ期）、資源集中期（第Ⅱ期）及資源轉進期（第Ⅲ期）等三階段，就學理與實務進行分析研究，希望能夠歸納出奇美集團企業的成長與轉型經驗，以及提出足供本業及其他企業成長或轉型之參考。
本研究發現，奇美集團企業於資源部署期（第Ⅰ期）以本業發展（原有資源擴展）、水平多角化（創造新資源）、垂直整合（上下游資源整合）、國際化（資源進入國外市場）等一起進行多方面的成長策略，造成海外投資設廠失利、水平多角化與垂直整合之產業近半數停業；於資源集中期（第Ⅱ期）則以本業發展（原有資源擴展）為主軸，形成產銷規模化，使ABS產能為世界第一；而後於資源轉進期（第Ⅲ期）則以國際化（於中國大陸投資石化廠）及轉型至非相關產業（TFT/LCD）等兩方面發展，且積極配合TFT/LCD產業做垂直整合產業的佈局。
奇美集團初始是以行銷策略為手段，擊敗競爭對手而佔有市場，形成了核心產品與技術，由此作為本業發展的動源，接著以垂直整合之向後整合解決原料供應問題、向前整合解決顧客需求與掌握市場資訊，而後以水平多角化與國際化擴展不同的產業規模與海外據點，並勇於嘗試非相關產業及高科技新事業領域之拓展，呈現出奇美集團不同的成長策略之內涵與成長模式。

In the course of Taiwan's economic development, the sustained economy growth and development are the result of continuous conventional industries structural adjustment and transformation. Therefore, the ability of Taiwan’s industries in making enterprise growing strategies adjustment at the right time plays a key role for the existence and continuous development of the enterprises.
This paper presents the result of an in-depth case study on one of the petrochemical industry index companies - Chi Mei Group about its development, horizontal diversification, vertical integration, and the application of internationalization growing strategies in the industry, as well as its operational results of growth and transformation for the past few decades. With enterprise resources capability as the moving direction such as original profession development (existing resources extension), horizontal diversification (create new resources), vertical integration (up and down streams resources integration), internationalization (resources into overseas markets) and so on. In addition, the growth progress is categorized into three phases as resources deployment period (phase I), resources centralization period (phase II), resources transformation period (phase III), etc. Research was carried out theoretically and practically by hoping to conclude the growth and transformation experiences of Chi Mei Group, and provide sufficient growth or transformation references for petrochemical industry and some other enterprises.
The finding of this paper indicates that Chi Mei Group uses multi-faceted growing strategies during resources deployment period (phase I) with original profession development (existing resources extension), horizontal diversification (create new resources), vertical integration (up and down streams resources integration), internationalization (resources into overseas markets) simultaneously. This brought a setback in the overseas investment, and idleness of almost half of the horizontal diversification and vertical integration industries. During its resources centralization period (phase II), it adopts original profession development (existing resources extension) as core approach, shaping standardization for production and marketing thus bring ABS as the world no. 1 in production capability. Later on in resources transformation period (phase III), development is done towards two aspects: internationalization (petrochemical plant investment in mainland China) and transformation to irrelevant industries (TFT/LCD). Besides, it also actively coordinates with TFT/LCD industries for the overall arrangement of vertical integration.
Chi Mei Group used marketing strategies at first to beat out competitors and possess the market thus shapes its core product and technique. With this as the push for development, follow with backward integration of vertical integration to solve material supply, forward integration is used to solve customers’ requirements and master the market data. Later on, horizontal distribution and internationalization are applied to extend different industries scales and overseas bases. At the same time, being brave in trying to expand new business sectors in irrelevant industries and hi-technology present the different growing strategies meaning and growth patterns of Chi Mei Group.

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