2011年「國光石化」計畫的終止可以說是台灣石化產業的分水嶺，這個號稱台灣有史以來最大的化工產業投資，本來是為台灣以大宗化學原料為主的石化業，提供充足的原料。這個轉變讓台灣政府與石化業重新檢討台灣整體產業結構與政策走向，確定未來將朝產業轉型升級及朝向高值化發展，推出「量的提升在海外、質的提升在台灣」的高值化石化政策。

個案公司主要生產以乙烯為原料的大宗塑膠原料，在台灣成立已經超過50年，見證了台灣石化業的興衰和發展。在面對目前的挑戰時，如何擬定策略並執行其高值化的轉型是本論文探討的重點之一。本論文首先藉由SWOT分析和核心競爭力的探討，建議個案公司可以採取的總體策略。創新在高值化的推動佔有不可或缺的角色，也是企業成長的重要推動力，如何掌握創新的原則並提高新產品上市的成功率，絕對是企業必須面對的課題。個案公司已經啟動了一個高值化專案，投注於新型高分子的開發。本論文藉由事業策略和新產品上市的理論架構，針對這個高值化專案提出可行又有效的商業計畫。

The termination of the “Kuokuang Petrochemical Complex Project” in 2011 was a watershed in Taiwan’s chemical industry. Claimed to be the biggest chemical industry project in Taiwan, it was designed to increase ample feedstock for Taiwan’s commodity-oriented petrochemical industry. This sudden cancellation forced Taiwanese government and chemical producers re-examine the viability of the current structure and future developing trend of the industry. The conclusion is that Taiwan petrochemical industry has to transform itself from the quantity-driven mindset to the pursuit of the value-added development.

The case company USI which uses ethylene as main feedstock to produce various commodity plastics has been established more than 50 years in Taiwan. It has witnessed the rise and decline of petrochemical industry in Taiwan. Through SWOT analysis and identification of USI’s core competences, this thesis addresses how the company should develop its corporate strategy. Innovation is not only the indispensable element in value-added development but also the driver for the profitable growth of the enterprises. It is the unavoidable lesson for companies to learn how to harness the innovation principle and raise the successful rate in launching new products. USI has started a value-added project to develop a novel polymer. By referring business unit strategy and new product launching related examples, this thesis will propose a sensible and effective business plan for this value-added development project.

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