本研究旨在研究市占率亞軍之品牌策略，並以台灣優秀企業聚和企業N次貼產品為例。值得注意的是，以動態觀點來說亞軍並非固定的，然而本個案公司與冠軍公司加起來擁有超過百分之九十的市占率，而在這當中個案公司市占率又只占百分之二十，因此此研究預測近期個案公司都會為此產業的亞軍企業。本研究首先探討集中度、低成本與差異化之間的關係，隨後做出聚和企業N次貼的五力分析與SWOT分析，再以動態分析觀點分析，把超競爭觀點、瞬時競爭優勢、動態競爭的三種觀點、AMC模型和MC-RS模型來帶入個案公司，以這些分析來嘗試給予個案公司策略建議。個案產品與3M公司競爭十分激烈，本研究目前較少看到其他研究以動態觀點檢視市占率亞軍企業。市占率亞軍品牌除了要與冠軍比拚市占率外，還必須防範來自後方追逐者的攻擊，可以說必須時時戒慎惶恐。
更重要的是，本研究的結論也將著眼於傳統競爭觀點與動態競爭觀點的策略差異，並嘗試解釋其策略著重點的不同。傳統競爭與動態競爭皆有其存在背景，也各有其優缺點。然而目前在企業界主流的還是使用麥可‧波特的競爭模型，但依目前變動快速的環境，使用動態競爭模型來思考企業策略將可以補足與敵人競爭甚至合作的快速反應策略。動態競爭觀點與傳統競爭觀點最大的差異是他們對於競爭優勢的看法不同，傳統競爭觀點認為優勢是一段時間的競爭障礙，動態競爭觀點則認為此優勢會很快地被侵蝕，因此應該投注資源去找到下個優勢。最後，個案企業目前的創新也是在為下一個明星商品做出準備，產品發展成熟也使其得以思考新的創新用途，也是企業產品創新相當好的例子。最後，此企業之品牌定位與經營之路，本研究認為可以為台灣其他產業效法並借鏡之策略歷程，因此本研究認為以動態觀點研究占率亞軍企業可以幫助企業更加了解品牌經營的根本與要點，故撰寫此篇論文。

This research intends to do research on the brand strategy of the business whose market share is sort runner up. This research is going to use the Hopax company’s product Stick'N as an example. Worthy to pay attention, when it comes to dynamic view point, the market share runner up company is itself dynamic. However, the champion and runner up company own more than 90% of the market share, and the case company owns 20% of the market share. Therefore, this research believes that the case company is going to maintain runner up position in the near future. This research is going to focus on the relationship between concentration rates, low cost, and differentiate strategy. Later on, the research would also provide the five force analysis and SWOT analysis. Last but not least, this research is going to draw attention to analysis the company in dynamic view point using tools like hyper competition, transient competitive advantage, three viewpoints of dynamic competition, AMC model and the MC-RS model into the case company, and try to give out strategy advice. This research believes that there is rather little research using the dynamic approach to study the business whose market share is in the runner up position. The runner up company not only has to compete with the champion, but also has to defend its market share from the invasion of the follower. It has to be cautious all the time.
Most importantly, this research is also going to focus on the difference between the traditional view and the dynamic view of strategy. With the existence of different background and pros and cons, thus traditional competition and traditional competition view exist. However, the mainstream of the industry analysis is still the competitive model which Michael Porter invented. On the other hand, the environment shifts quickly. If we can use the dynamic competitive model to consider the corporate strategy, we can complement the competition strategy or even co-opetition strategy to adopt fast reaction strategy. The biggest difference between the dynamic competition view and traditional view is that they have different opinion toward competitive advantage. The traditional view believes that advantage is an obstacle for a period of time , while the dynamic competition view believes that this advantage will constantly be eliminated. Therefore, we should keep invest in resources to find the next advantage. Last but not least, the case company is preparing for the next star product. It is a good example of company innovation that the case company invented an innovative use of its product due to the maturity of its product. To sum up, this research believes that the path of the case company’s brand positioning and managing technique can be learned by other Taiwanese companies. As a result, this research considers that by using the dynamic approach to study the runner up company can help other companies to understand the fundamental and key points of company operation. Thus, I wrote this paper.

目錄
論文審定書...........................................................................................i
致謝......................................................................................................ii
摘要.....................................................................................................iii
Abstract...............................................................................................iv
圖目錄.................................................................................................ix
表目錄..................................................................................................x
第壹章 緒論.........................................................................................1
第一節 研究背景與動機....................................................................1
第二節 研究目的................................................................................3
第三節 研究流程................................................................................4
第貳章 文獻回顧..................................................................................5
第一節 高市占率與獲利的關係........................................................5
第二節 產業集中度............................................................................7
第三節 低成本或差異化....................................................................7
第四節 五力分析................................................................................8
第五節 SWOT分析.............................................................................10
第六節 超競爭...................................................................................11
第七節 瞬時競爭優勢.......................................................................12
第八節 動態競爭的三種觀點...........................................................14
第九節 察覺–動機–能力觀點...........................................................15
第十節 MC-RS模型............................................................................15
第參章 研究方法................................................................................17
第一節 資料來源..............................................................................17
第二節 分析方法及結果彙整與呈現..............................................18
第肆章 產業現況................................................................................19
第一節 文具產業現況......................................................................19
第二節 聚和N次貼之競品分析........................................................21
第三節 聚和企業之經營型態 ..........................................................22
第一項 聚和企業基本資料...............................................................22
第二項 聚和企業股權分配...............................................................22
第三項 聚和公司產品領域...............................................................23
第四項 N次貼經營型態簡介............................................................23
第五項 聚和N次貼部門收入狀況....................................................24
第四節 3M公司之經營型態..............................................................26
第一項 3M公司股市資料................................................................26
第二項 3M POST-it產品 收入狀況..................................................28
第三項 3M公司的創新....................................................................28
第四項 3M公司之產品領域............................................................31
第五節 3M企業與聚和企業現況比較 .............................................31
第伍章 分析與結果............................................................................32
第一節 聚和企業目前品牌策略(B2C) .............................................32
第二節 3M Post-it公司目前品牌策略 .............................................34
第三節 理論比較表...........................................................................35
第四節 五力分析（傳統觀點）.......................................................36
第一項 N次貼五力分析...................................................................36
第二項 Posi-it的五力分析...............................................................36
第五節 SWOT分析（傳統觀點）.....................................................38
第一項 N次貼SWOT分析.................................................................38
第二項 Post-it SWOT分析................................................................38
第六節 Post-it針對N次貼的AMC模型分析（動態觀點）...............40
第七節 N次貼對Post-it 的MC—RS模型（動態觀點）.....................41
第一項 市場共同性..........................................................................41
第二項 資源相似性..........................................................................42
第八節 獵殺巨人................................................................................44
第陸章 結果與建議.............................................................................45
第一節 傳統競爭觀點下的策略思維................................................45
第二節 動態競爭觀點下的策略思維................................................46
第柒章 參考資料..................................................................................49
第一節 英文部分................................................................................49
第二節 中文部分................................................................................51
第三節 網路資料................................................................................51

第一節 英文部分
1. Banker et al., 2014
Banker, D.R.; Mashruwala, R.; Tripathy, A., (2014), “Does a differentiation strategy lead to more sustainable financial performance than a cost leadership strategy?”, Management Decision, Vol. 52 Iss 5 pp. 872-896.
2. Bain, J. S. (1951). Relation of Profit Rate to Industry Concentration: American Manufacturing, 1936-1940. The Quarterly Journal of Economics, 293-324.
3. Boh, W. F., Evaristo, R., & Ouderkirk, A. (2014). Balancing breadth and depth of expertise for innovation: A 3M story. Research Policy, 43(2), 349-366.
4. Bryson, J. R., & Rusten, G. (2008). Transnational corporations and spatial divisions of ‘service’expertise as a competitive strategy: the example of 3M and Boeing. The Service Industries Journal, 28(3), 307-323.
5. Chen, M. J., & Miller, D. (2015). Reconceptualizing competitive dynamics: A multidimensional framework. Strategic management journal, 36(5), 758-775.
6. Chen, M. J., Su, K. H., & Tsai, W. (2007). Competitive tension: The awareness-motivation-capability perspective. Academy of management Journal, 50(1), 101-118.
7.Chen, M. J. (1996). Competitor analysis and interfirm rivalry: Toward a theoretical integration. Academy of management review, 21(1), 100-134.
8. D'aveni, R. A. (2010). Hypercompetition. Simon and Schuster.
9. David, F. R. (1989). How companies define their mission. Long range planning, 22(1), 90-97.
10. Figueroa, E., & Conceicao, P. (2000). Rethinking the innovation process in large organizations: a case study of 3M. Journal of Engineering and technology Management, 17(1), 93-109.
11. Garud, R., Gehman, J., & Kumaraswamy, A. (2011). Complexity Arrangements for Sustained Innovation: Lessons from 3M Corporation. Organization Studies, 32(6), 737-767.
12. Geraci, J. Stationery Refuses to Remain Stationary.
13. Grundy, T. (2006). Rethinking and reinventing Michael Porter's five forces model. Strategic Change, 15(5), 213-229.
14. Gürel, E., & Tat, M. (2017). SWOT analysis: a theoretical review. Journal of International Social Research, 10(51).
15. Helms, M. M., & Nixon, J. (2010). Exploring SWOT analysis–where are we now? A review of academic research from the last decade. Journal of strategy and management.
16. McGrath, R. G. (2013). The end of competitive advantage: How to keep your strategy moving as fast as your business. Harvard Business Review Press.
17. Porter, M. E. (2008). On competition. Harvard Business Press.
18. Szymanski, David M; Bharadwaj, Sundar G; Varadarajan, P Rajan.Journal of Marketing; Chicago Vol. 57, Iss. 3, (Jul 1993): 1.
19. Stonehouse, G., & Snowdon, B. (2007). Competitive advantage revisited: Michael Porter on strategy and competitiveness. Journal of Management Inquiry, 16(3), 256-273.
20. Valipour, H., Birjandi, H., & Honarbakhsh, S. (2012). The effects of cost leadership strategy and product differentiation strategy on the performance of firms. Journal of asian Business strategy, 2(1), 14-23.

第二節 中文部分
1. 方至民（2012）。策略管理－建立企業永續競爭力。新北市：前程文化。
2. 史蒂芬．丹尼(2012)獵殺巨人。台北市：經濟新潮出版社
3. 陳明哲, 林豪傑, & 連婉茜. (2018). 動態競爭研究與教學的 [合一]: 邁向文化雙融的整合. 管理學報, 35(4), 415-436.
4. 溫素珍（2014）。便利貼市場行銷策略之研究 -以A公司便利貼事業部為例。亞洲大學國際企業學系碩士在職專班碩士論文，台中市。 取自https://hdl.handle.net/11296/ejsza4

第三節 網路資料
1. 3M官方網站美國版。取自：
https://www.3m.com/
2. 黃虹妏，N 次貼扳倒 3M 大廠！全球市佔第二，年收 10 億的 MIT 品牌-專訪聚和國際，行銷人，取自
https://www.marketersgo.com/transformation/201907/mk3-stickn-hopax/
3. 聚和國際官方網站。取自：
https://www.hopax.com/zh-tw
4. 樓永堅，2010，小蝦米與大鯨魚的策略思惟，今周刊，取自：
https://www.businesstoday.com.tw/article/category/154685/post/201001140015/%E5%B0%8F%E8%9D%A6%E7%B1%B3%E8%88%87%E5%A4%A7%E9%AF%A8%E9%AD%9A%E7%9A%84%E7%AD%96%E7%95%A5%E6%80%9D%E6%83%9F
5. 陳承章，2020，N次貼全員工大動腦　玩出老闆、兒童用便利貼，商業週刊，取自
https://www.businessweekly.com.tw/Archive/Article?StrId=7000943
6. 文具公會，產業消息，取自
http://www.tasi.org/zh-TW/about/TASi-History/view_index.asp?N=276
7. 林秀玲，N次貼再進化、邁向工業4.0「聚和國際」、高科技化學品、 跨足世界級多領域市場，取自
https://www.gs1tw.org/twct/gs1w/pubfile/2016_Summer_p13-20.pdf