印刷電路板製造公司可分為大型與利基型兩種，大型印刷電路板製造公司所有的製程全部在自己廠內完成，利基型印刷電路板製造公司非自己擁有各項製程，需要整合各個製程來提供產品給客戶。大型印刷電路板製造公司因為所有製程在自己廠內完成，製作時間的掌握與各製程間的整合較為完整，但是也會受到產能上的限制，無法完全滿足所有客戶需求。利基型印刷電路板製造公司整合各家製程，相形之下需要與各製程間有更多的協調與整合能力，相對的產能就可以無限擴充，滿足客戶需求。
兩者之間的競爭基礎不同，所以所憑藉的競爭優勢也有所不同，利基型印刷電路板製造公司如何運用本身的競爭優勢來勝出，取得客戶的信任，願意將訂單給該公司進行生產，行銷能力變成為關鍵能力之一。
本研究運用策略行銷4C 理論，探討利基型印刷電路板製造公司如何運用策略行銷能力打造競爭優勢。研究結論顯示，降低供應商生產成本與管銷成本，使得供應商有最佳的成本結構可以降低外顯單位效益成本。主動提供各項製程的相關資訊，讓客戶可以清楚掌握所需資訊，減少買者資訊搜尋成本。透過樣品認證，作為品質要求的根本，也藉以控管品質。使得品質、交期、價格等履行合約的保證，讓買方對供應商增進信心，減少不必要的監督成本，有效降低買者道德危機成本。經由專屬製程要求、治工具設置、檢測系統，增加買方的專屬陷入成本，並減少買方因為移轉訂單到供應商時所產生之成本。

Printed circuit board (PCB) manufacturing companies can be divided into large and niche types. All processes of large-scale printed circuit board manufacturing companies
are completed in their own factories. Niche printed circuit board manufacturing companies do not own various processes and need to integrate them. Process to provide
products to customers. Large printed circuit board manufacturing companies have completed all the manufacturing processes in their own factories, and the production time is relatively complete and the integration between the various manufacturing
processes is relatively complete, but they are also limited by capacity and cannot fully meet all customer needs. Niche-type printed circuit board manufacturing companies integrate various manufacturing processes. In contrast, they need more coordination and integration capabilities with each manufacturing process, and their relative production capacity can be expanded indefinitely to meet customer needs.

The basis of competition between the two is different, so the competitive advantages they rely on are also different. How can a niche printed circuit board manufacturing company use its own competitive advantages to win, gain the trust of customers, and be willing to give orders to the company for production? Marketing ability becomes one of the key capabilities.

This study uses the 4C theory of strategic marketing to explore how niche printed circuit board manufacturing companies can use strategic marketing capabilities to create competitive advantages. The research conclusions show that reducing suppliers' production costs and management costs, so that suppliers have the best cost structurecan reduce the cost of explicit unit benefits. Proactively provide relevant information on various manufacturing processes, so that customers can clearly grasp the required information and reduce the cost of buyer information search. Through sample certification, as the basis of quality requirements, it also controls quality. The guarantee of quality, delivery, price and other performance of the contract allows the buyer to
increase confidence in the supplier, reduces unnecessary supervision costs, and effectively reduces the buyer's moral crisis cost. Through exclusive process
requirements, tool settings, and testing systems, the buyer's exclusive incurred costs are increased, and the buyer's costs incurred when transferring orders to suppliers are reduced.

壹、 中文參考文獻
（一）書籍
邱志聖 (2014) 。策略行銷分析: 架構與實務應用（第四版）。台北: 智勝文化公司。
（二）網際網路
呈茂電子股份有限公司 http://www.chengmao.com.tw/GoWeb2/include/index.php ，最後閱覽日期 2020 年12 月1 日
產業價值鏈資訊平台https://ic.tpex.org.tw/introduce.php?ic=L000 ，最後閱覽日期 2020 年12 月1 日
貳、 英文參考文獻
（一）Journals
Porter, M. E. 1979. HOW COMPETITIVE FORCES SHAPE STRATEGY. Harvard Business Review, 57(2): 137-145.