台灣加入WTO之後的產業面臨結構性的改變。整個社會資源集中於所謂的高科技產業，國家發展經濟以綠色矽島及奈米科技為導向。台灣中小企業面對全球企業的競爭環境，除了先天性的資源缺乏宿命之外，面對知識經濟時代的來臨，傳統勞力密集產業，面對諉譎多變的大環境，如何運用本身的資源與能力來形成一個核心能力，與競爭對手抗衡，立於不敗之地，是所有企業經營者的主要課題。本研究採深度訪談法進行個案研究，探討人造石材產業之企業核心能力與經營策略之選擇。個案企業在台灣為人造石材唯一的生產廠商，在大陸廣大的市場也只面臨三家本土廠商的競爭。個案企業的下游只有一家購買者，加上其濃厚的家族企業背景，形成一個極具吸引力的研究對象。研究發現，企業應清楚掌握本身的資源，善用優勢，化劣勢為優勢，創造獨特、有價值、不易為競爭對手模仿，且無可取代的產品，以形成核心能力，創造持久性的競爭優勢。家族型中小企業，在策略形成階段，以高階主管進行檢討與評估的向下管理為主，欠缺由下而上的溝通協調模式是中小型企業在形成策略初期的一個特殊作法。中小企業在策略形成階段並未正式的進行各項策略形成步驟。但在精神上已具備環境分析、願景管理、策略形成、策略執行及策略評估的雛型。中小企業藉著這種彈性的策略形成步驟已足以應付瞬息萬變的競爭環境。至於如何在彈性與定性之間取得平衡則留待日後作進一步的探討。

The industry of Taiwan faced a structural revolution after join WTO in 2002. Most of the resources are concentrated in hi-tech industries. The middle and small enterprises which lack of resources should create a core competence by its own resources and abilities to meet the challenge from its competitors. This case study discusses the creation of core competence and formulation of policy of SME by interviewing a traditional artificial marble company. This study finds the SME should grasp internal strength and has the abilities to convert its weakness into strength to create its own core competence by the unique, valuable, un-imitable, and un-substitutable factors to meet a sustainable competitive advantage. Family size SME use a top-down policy formulation procedure lacks a mutual communication with the first line manager usually cause some conflict on prevailing their vision and strategy management. The SME should find its own way to make a balance between the flexibility and quality to meet the fast changed competitive environment.

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