隨著全球市場供應鏈的變化，特別是中國面板廠在政府大量補貼下快速擴展，台灣的面板產業逐漸失去競爭優勢。中國面板廠京東方，如今成為全球最大的面板供應商，占據全球70%的市占率。而受到這樣的結果影響導致了面板價格一路下滑，也嚴重影響到面板產業及其供應鏈的發展。
本研究以台灣面板廠的雷射維修供應商H公司作為研究個案，透過「轉型」與「成長策略」理論觀點搭配實務現象，探討中小企業在面臨外部產業衰退及內部成長需求(或成長停滯)的挑戰下，如何透過策略轉型來實現第二成長曲線。
本研究首先透過文獻回顧，梳理企業成長理論、核心競爭力、資源基礎理論與第二成長曲線等理論，並結合Ansoff矩陣、SWOT分析及Porter五力模型，建立中小企業轉型成長的理論框架。
本研究採用質性研究方法中的單一個案研究法，並結合半結構式訪談H公司創辦人與次級資料蒐集分析，深入探討並梳理H公司在三個階段的轉型過程中重新定位、策略選擇、轉型變革執行。
本研究對中小企業在面臨內外部環境影響及成長衰退停滯時，在選擇轉型策略時的啟發包括，在動態環境中靈活應對市場變化、重視核心競爭力的培養與重塑、積極尋求新市場與技術創新機會以及結合理論工具評估策略選擇。期望能夠提供給正在面臨內外部環境變遷、產業衰退的中小企業做為企業轉型的參考。

With the evolution of global supply chains, particularly the rapid expansion of Chinese panel manufacturers supported by substantial government subsidies, Taiwan's panel industry has gradually lost its competitive edge. Chinese panel manufacturer BOE Technology Group has become the world's largest panel supplier, commanding a 70% global market share. This shift has led to a significant decline in panel prices, severely impacting the development of the panel industry and its supply chain.
As a case study, this study focuses on H Company, a Taiwanese laser repair service provider for panel manufacturers. By integrating the theoretical perspectives of "transformation" and "growth strategies" with practical insights, the study explores how small and medium-sized enterprises (SMEs) address the challenges of external industry decline and internal growth stagnation (or limited growth) to achieve a second growth curve through strategic transformation.
The research begins with a comprehensive literature review to organize theories on enterprise growth, core competencies, the resource-based view, and the second growth curve. It also incorporates analytical tools such as the Ansoff Matrix, SWOT analysis, and Porter's Five Forces model to establish a theoretical framework for SME transformation and growth.
A qualitative research approach was adopted, utilizing a single-case study method. Semi-structured interviews with the founder of H Company and secondary data collection were conducted to analyze the company's three transformation phases, focusing on repositioning, strategic choice, and implementation of transformative changes.
The study provides insights for SMEs facing external and internal environmental challenges, such as market shifts and growth stagnation. These include adopting flexible responses to dynamic market changes, emphasizing cultivating and renewing core competencies, actively exploring new markets and technological innovations, and leveraging theoretical tools to evaluate strategic options. This research aims to serve as a reference for SMEs navigating industrial decline and external and internal environmental changes.

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