本文係以W公司為個案研究對象，採用Lin & Pao (2004)之理論架構模式來探討W公司的策略形成要素，在企業的使命陳述前提下，藉由分析其於內部環境、產業環境與總體環境各要素之優劣勢與影響，經由探討所得結果來制定最適競爭策略，再藉由特定策略的執行進而達成其企業使命。
Textile industry is one of the most representative of Taiwan, because of changes of the times in recent years, internal and external negative factors are increasing day by day, resulting to most of manufacturers relocation under cost considerations in succession, in the face of global trade liberalization and the threat of price competition, the industry how to respond which still operating in Taiwan , why the case company choose “Green R&D” as a specific strategy for business opportunities creating was the motivation and to explore of this paper.
Company W as a case study object in this paper, by using Lin & Pao (2004) analysis of theoretical framework to investigate the company''s strategy elements for the formation, by analyzing its internal environment, industry environment and the macro environmental of the various elements influence under mission statement, through the study results to develop optimal competitive strategy, and further by the implementation of specific strategies to achieve its business Mission.
Company W is a Taiwan''s typical small knitted supplier, in the absence of government policy planning or other resources to assist with, the competitive strategy is more important especially face of global competition and threat. The conclusion of this paper that the company W should by consumer demand is the guidance, using Green Products as a future main production through development and innovation, enhance the differentiation also create company''s core value, creating The Second Curve of enterprise through Green R&D to achieve the mission statement.