隨著資通訊（ICT）產業競爭加劇與傳統 OEM／ODM 模式面臨成長壓力，醫療器材產業逐漸成為 ICT 大廠尋求轉型的重要方向。其中，雙陽壓呼吸器作為中高階非侵入式呼吸治療設備，兼具臨床專業性、長期使用特性與相對穩定需求，適合作為觀察 ICT 企業跨入呼吸治療設備產業之代表性產品。但從實務上看，即使企業已完成產品開發、量產導入與法規認證，後續能否真正打開市場並擴大銷售規模，仍有很高的不確定性。
本研究探討臺灣 ICT 大廠投入雙陽壓呼吸器市場時，既有之製造、開發與法規能力，為何未必能直接轉化為市場成果。本研究發現，雙陽壓呼吸器事業真正的瓶頸，並不是產品技術做不到，也不是製造能力不夠，而是這類產品的市場採用高度依賴臨床信任、專業通路、售後服務與長期追蹤能力。換句話說，企業真正要面對的，不只是產品做不做得出來，而是有沒有能力接住後續的市場接受與長期經營需求。
綜合本研究的分析，臺灣 ICT 大廠現階段若直接以自有品牌切入雙陽壓呼吸器市場，未必是最有效率的做法。相較之下，策略合作、外部服務整合、OEM／ODM、分階段投入，以及將法規與品質系統能力轉化為市場信任與合作資產，可以形成較具可行性的創新商業模式。本研究並據此提出投資／調整／退出之管理判斷思維，作為評估是否持續投入呼吸治療設備產業之參考。

As competition in the Information and Communication Technology (ICT) industry intensifies and the traditional OEM/ODM model faces growing pressure, the medical device sector has become an important direction for transformation. Among various product categories, bi-level positive airway pressure (BiPAP) ventilators are representative because they involve clinical specialization, long-term use, and relatively stable demand. However, even when ICT enterprises complete product development, mass production preparation, and regulatory approval, market entry and sales expansion often remain highly uncertain.
This study examines why the existing strengths of Taiwanese ICT enterprises in manufacturing, development, and regulatory capability do not necessarily lead to market success in the BiPAP market. The findings show that the main bottleneck does not lie in product technology or manufacturing capability, but in the fact that market adoption depends heavily on clinical trust, professional distribution channels, aftersales service, and long-term follow-up capability. Therefore, the key issue is not whether firms can develop the product, but whether they can secure market acceptance and sustain long-term operation.
Based on these findings, this study argues that direct entry through self-owned branding may not be the most efficient approach for Taiwanese ICT enterprises at the current stage. More feasible innovative business model directions include strategic partnerships, external service integration, OEM/ODM collaboration, phased market entry, and the conversion of regulatory and quality-system capabilities into market trust and collaboration assets. The study further proposes an investment/adjustment/exit perspective as a managerial reference for evaluating whether to continue investing in the respiratory therapy equipment industry.

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