本研究以臺灣監視安防代理進口產業為主要研究範疇，核心研究架構乃以4C策略行銷為主軸，並輔以Porter五力模型與SWOT分析，從理論與實務雙重視角探討代理商在高度競爭市場中的經營策略與轉型方向。本研究以力景科技股份有限公司為個案，透過文獻整理、產業資料分析與實務觀察，試圖回答在全球供應鏈重組與AI智慧化浪潮下，代理商應如何重新定位角色、創造差異化價值，並維持長期競爭優勢。
研究動機源自近年臺灣安防市場的結構性變化。隨著國際品牌策略調整、中國白牌產品低價滲透，以及政府標案對資安與ESG法規遵循要求日益嚴格，代理商普遍面臨利潤壓縮與角色模糊的挑戰。以力景科技為例，該公司長期代理國際品牌，於通路經營與技術支援具深厚基礎，然亦遭遇品牌依賴與數位轉型的壓力。本研究旨在透過4C架構重新審視其行銷策略，並從顧客交易成本的角度，探索具可持續性的競爭路徑。
研究方法採用個案研究法，結合理論架構與產業實證資料。首先運用Porter五力模型分析臺灣監視安防產業之外部競爭環境；其次，以策略行銷4C架構剖析顧客行為與代理商策略互動；最後透過SWOT分析整合內外部條件，提出具體策略建議。
研究結果顯示:力景科技在品牌代理、系統整合與在地服務三方面具有顯著優勢，但在產品多元化與數位行銷能力上仍待強化。從4C視角觀察，顧客對「服務信任」與「資訊透明」的重視程度，已超越單純的價格競爭。若企業能透過教育訓練、顧問化服務及多品牌策略，有效降低顧客搜尋與風險成本(C2、C3)，並維持適度的專屬陷入成本(C4)，即可顯著提升顧客黏著度與品牌價值感知(C1)。
本研究之貢獻在於：理論上，建立「五力模型 × 4C × SWOT」的多層次分析架構，以補足傳統4P行銷理論無法充分反映顧客成本行為之不足；實務上，提出代理商轉型為「顧問型服務整合商」的可行方向，強調以降低顧客交易成本為核心的行銷策略，作為臺灣安防產業轉型與永續發展之參考依據。

This study analyzes the business strategies of Taiwan’s surveillance security distribution industry, using AEviso Video Solution Co., Ltd. as a case study. Based on the 4C strategic marketing framework and supported by Porter’s Five Forces and SWOT analysis, the research explores how distributors can redefine their roles, differentiate value, and maintain competitiveness amid global supply chain shifts and the rapid development of AI-driven security technologies.
The research is motivated by recent structural changes in Taiwan’s security market, including international brand realignments, price competition from Chinese white-label products, and stricter regulatory requirements related to cybersecurity and ESG compliance. These trends have increased operational pressure on distributors, leading to margin compression and strategic ambiguity. While AEviso has strong foundations in brand agency, channel management, and technical support, it also faces challenges such as brand dependency and digital transformation.
Findings show that AEviso excels in brand management, system integration, and localized services, but requires further advancement in product diversification and digital marketing. From the 4C perspective, customer emphasis on service reliability and transparent information now surpasses price considerations. Reducing customer search and risk costs (C2, C3) through consulting services, training, and multi-brand solutions, while maintaining appropriate switching costs (C4), can significantly enhance customer loyalty and perceived value (C1).
The study contributes by proposing an integrated Five Forces–4C–SWOT analytical framework and by suggesting that distributors transition toward a “consultative service integrator” model centered on lowering customer transaction costs.

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二、英文文獻
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