近年來，隨著科技的發達與進步，使得舊科技商品逐漸被淘汰，從而對企業的利潤產生了負面影響。因此，企業通常會採取多角化的策略進行開發新市場或是新產品。然而，考慮到在有限的產能及是否多角化之決策下，多角化的行為必然會對企業的利潤產生影響。因此，應該如何權衡多角化策略和產能運用之間的關係，成為了案例公司所面臨的重要課題。
本研究探討一個製造商透過多角化行為開發新產品，同時仍會生產舊產品於原市場中銷售，並且透過多角化策略開發的新產品則投入於另一個市場中，與另一個製造商的產品進行市場競爭，同時利用賽局方法來建構數學模型，並且站在案例公司的角度來考量多角化行為與產能受到限制時的產能決策，利用建構的模型來模擬產能滿載與否，是否與對手合作，以及是否選擇多角化等四種不同的情境假設下，分析決策選擇的可能結果，最後，針對不同情境下的產能決策，提出適合案例公司的策略建議，以獲得更有利的結果。四種不同情境說明如下，分別是 (1) 在產能未滿載的情況下，製造商選擇多角化開發新產品，同時生產新舊產品投入不同市場中的產能決策與利潤分析。(2) 在產能滿載的情況下，製造商選擇多角化，並分配新舊產品生產額度，此時製造商的產能決策與利潤分析。(3) 在產能滿載的情況下，製造商選擇多角化，並同時委外代工生產新產品，此時製造商的產能決策與利潤分析。(4) 製造商選擇不要多角化，此時製造商的產能決策與利潤分析。由不同情境分析的結果，來建議製造商面臨不同經濟環境下的產能決策之運用依據，以幫助企業做出更明智的決策。

Due to the fact that companies often expand into new markets or develop new products to increase their profitability through diversification, the decision-making process regarding production capacity can be influenced by limited capacity, as well as considerations of cost and profit. Therefore, it is crucial to determine the optimal utilization of production capacity while taking into account the considerations of diversification, capacity utilization, and cost. This study establishes a mathematical model that suits this situation, which includes the development of new products and entry into another market by the original manufacturer after diversification, creating a supply chain with another manufacturer for capacity competition. The study applies the game theory approach of the Cournot model and develops four scenario simulations to determine whether diversification should be pursued, make capacity decisions after diversification, and decide whether to collaborate with competitors for outsourcing. Subsequently, the equilibrium trend chart for each scenario was analyzed and compared. The results show that in the current diversified market environment for new products, the original manufacturer's diversification strategy is generally beneficial for their corporate profits under most conditions. Although their quantity-sensitive competitors may experience reduced profits, diversification is still advantageous in most cases. For quantity-insensitive competitors, a win-win situation can be achieved through cooperation and capacity sharing. If the cost of diversification is too high, companies are less likely to make the decision to diversify.

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