自1989年以來，在不斷研發創新下，台灣GPS產業逐漸走入國際競爭舞台。隨著GPS應用逐漸擴大，市場發展趨勢已由過去專業性用途，朝向大眾消費市場發展。未來所有的電子商品載附GPS接受器，將是不可抵擋的趨勢。本文引用陳教授 定國競爭力管理五要素學說內容─「行銷市場管理」、「生產技術管理」、「研發創新管理」、「人力資源管理」與「財務規劃管理」等五個管理構面內容，作為操作性投入變數，以檢驗受訪廠商在競爭策略上的佈局與發展成效。文中並進一步以 SWOT 與 Porter「一般性競爭策略」理論做為本文研究實證模型，藉以了解台灣GPS產業競爭力發展的進程與結果。本研究採個案研究法，藉由全球前三大中的兩個案公司的訪談結果及產業相關資料與公開資訊進行深入分析，藉以描繪品牌廠(Mio)與專業廠(Garmin)的過去發展、現在困境與未來突破策略的軌跡。研究結果顯示，高階主管對競爭策略的擬定過程，確實會對生產效率產生影響，其影響且為正向。尤其是對於「生產技術管理」及「研發創新管理」兩方面的影響內容最為重要。此一結果證實台灣兩家重要GPS大廠的發展策略，各有不同的投入要素。未來兩家重要GPS大廠彼此在亞洲區域發展的關鍵因素將是「水平分工」與「垂直分工」的競爭 Since 1989，Taiwanese Global Position System(GPS) has developed into international competition stage .GPS products has penetrated into consumer market from professional uses. This study uses case study method visiting the two major companies in the top three key companies in the world and utilizes the data of public information to analyze Mio’s and Garmin’s past development, current dilemma and breakthrough future strategy. In the recently, the strategy fit between competitive strategy and technology strategy has drawn a considerable attention. This study provides a conceptual framework for empirical interview into the relationship among a firm''s five-element competitive strategies. The findings of this study can be summarized as three points; Firstly, performance of firms adopting both differentiation and cost leadership strategies is significantly better than the ones adopting only cost leadership. Secondly, performance of firms with leadership strategy is significantly better than the ones with follower-ship strategy. Thirdly, confirms with a combination of technology leadership and product differentiation strategies have the best performance, On the contrary, firms with a combination of technology follower-ship and product differentiation strategy have the worst performance.
