工業製造業領域國際競爭日益激烈，製造業發展的外部環境正在深刻變化。已開發國家透過實施再工業化策略，不斷強化中高端製造領域的領先優勢。發展中國家積極吸引勞動密集型產業轉移，在中低端領域承接產業和資本轉移對台灣製造業者產生競爭壓力。全球前三大知名工業連接器製造商皆為德國百年歷史悠久的大廠，在競爭激烈的世界大舞台，國際知名度相對小的台灣廠商，如何生存並與其競爭是重要的課題。
本文以工業連接器製造業者為研究個案，以策略行銷分析之四大成本：外顯單位效益成本(C1)、資訊搜尋成本(C2)、道德危機成本(C3)和專屬陷入成本(C4)為基礎架構作分析。針對個案各業務單位面對不同產品需求和客戶屬性的案件類型，探討出因應的行銷策略及發展模式。再來以商業模式圖歸納個案在產業裡的定位與競爭分析。
本研究發現儘管工業連接器產業為B2B市場，客戶不會輕易更換供應商，但是努力做好4C，從客戶的痛點切入，設計出具有價值主張的解決方案，建立代表性案例，提供專屬陷入的服務，仍舊有機會和歐美世界大廠一較高低。另外根據商業模式圖歸納出未來著重在三大營收成長和三大價值提升，幫助個案用續經營及鞏固亞洲最大連接器專業製造商的地位。

International competition in the industrial manufacturing field is becoming increasingly fierce, and the external environment for the development of manufacturing is undergoing profound changes. Developed countries continue to strengthen their leading advantages in the mid-to-high-end manufacturing field by implementing reindustrialization strategies. Developing countries are actively attracting labor-intensive industrial transfers, and undertaking industrial and capital transfers in the low-end and middle-end fields creates competitive pressure on Taiwanese manufacturers. The world's top three well-known industrial connector manufacturers are all large German manufacturers with a century-old history. In the fiercely competitive world stage, Taiwanese manufacturers with relatively small international reputations, how to survive and compete with them is a critical issue.
This study takes the industrial connector manufacturer as a case study and analyzes the four major costs of strategic marketing as the basic framework. In response to the case types where each sales unit faces different product needs and customer attributes, explore the corresponding marketing strategies and development models. Following, summarizing the positioning and competition analysis of the case in the industry by applying Business Model Canvas.
This study found that the industrial connector industry is a B2B market, customers will not easily change suppliers; however, implementing 4C completely with cutting into the pain points of customers, designing total solutions with value propositions, establishing representative cases, and providing irreplaceable service. Taiwanese manufacturers still have opportunities to compete with major European and American manufacturers. In addition, according to Business Model Canvas, it is concluded that the industrial connector manufacturer will focus on the three major revenue growth and the three major value enhancements, which will help itself continue to operate and consolidate the position of the largest professional connector manufacturer in Asia.

一、中文部份
1. 邱志聖(2014)，策略行銷分析：架構與實務應用第四版，台北：智勝出版社。
2. 巫立宇、邱志聖(2015)，銷售與顧客關係管理修訂版，台北：新陸書局。

二、英文部份
1. A. Osterwalder and Y. Pigneur (2010), Business Model Generation. John Wiley and Sons.
2. Pederson, C.A. Wright, M.D. and Weitz, B.A. (1984), Selling: Principles and Methods. Chicago: McGraw Hill.