光纖到戶長久以來是全球資訊化建設的終極目標，同時也是個案公司所期待的願景。近年來移動智慧型手機的高度成長、互聯網高速頻寬的需求、在線串流影音及聯網遊戲的快速成長、雲端應用服務及高速傳輸數據庫中心等的需求，使數位匯流的整合加速發展，唯有以光纖傳輸為基礎建設的通訊網路，方能滿足上述服務需求的實現。
本研究藉身處個案公司的成立、國際光纖通訊大廠併購、通訊產業景氣循環因素、經營團隊重新取回經營權在台灣公開發行並成為國內第一家上櫃的光纖被動元件廠商。個案公司在歷經16餘年的戮力經營，同時期產業中的競爭者，不乏被併購、虧損、倒閉、企業分割，個案公司各時期的經營策略雖非最佳，然能度過產業競爭、大環境景氣循環的考驗而取得今日之成果，可說經營團隊制訂的經營目標、策略、執行力、組織運營，乃充分運用公司各時期的資源及統合運作，方能在現今產業中佔有一席之地。
現階段光纖通訊被動元件產業在產品面業已陷入價格競爭的紅海中，具差異化的新產品開發乃是當下及下階段公司持續維持高成長及獲利的根源。個案公司致力於新產品的開發之際，如何充分運用公司內、外部既有資源及結合公司既有核心競爭力，來確保高科技產業競爭下開放式新產品開發策略的成功，乃是當下最重要的任務。

FTTH(Fiber-to-the-home) has been the ultimate goal for the global information development for quite a long time. This goal is also the vision of the company studied in this report. Recently, the growth of smart phone, demand for high-speed internet, rapid growth of on-line streaming video/audio and on-line games, cloud computing and high-speed transmission data center speed up the development of integration of digital convergence. Only communication system builds under fiber-optic transmission can fulfill the demand.
The object studied in this report is the first fiber-optic passive component company went public in Taiwan Stock Exchange. The company went through merger/acquisition by foreign company, peak and downturn of business cycle and MBO (Management Buyout). The company has been established for 16 years. During these years, most competitors have been acquired, lost profit, broke, or spun off. Even though the company’s strategy at every phase is not the best one, it still exists and reaches its goal through competitive environment and business cycle. The management’s goal, strategy, execution, organization chart and fully integration of resources and operation are the critical elements for this company to be a major player in its industry.
The fiber-optic passive component industry is an extremely competitive industry at this moment. The innovation of new products is the major topic for the company to differentiate it from other competitors and to sustain its growth and profits. In order to retain the success of open new innovation in the high-tech industry, how to fully utilize the internal and external resources and merge these resources with company’s existing core-competence are also important to the company.

中文部份
1.徐作盛、邱奕嘉、許友耕著，高科技產業策略與競爭，全華，2002。
2.波若威科技股份有限公司，公開說明書，波若威科技股份有限公司，2011。
3.上詮光纖通信股份有限公司，公開說明書，上詮光纖通信股份有限公司，2011。
4.華星光通科技股份有限公司，公開說明書，星光通科技股份有限公司，2011。
英文部份
Poter， M.E.（1980）. Techniques for analyzing industries and competitors. Competitive strategy. New York: Free Press.
網路部份
1. http://www.eettaiwan.com/，電子工程專輯
2. http://www.pida.org.tw/，光電科技工業協進會
3. http://www.ofweek.com/，光電新聞網
4. http://www.c-fol.net/，光纖在線
5. http://big5.nikkeibp.com.cn/，日經技術在線
6. http://nebook.com.tw/，TECHup科技網
7. http://cm.nsysu.edu.tw/~cyliu/，劉常勇管理學習知識庫
8. http://wiki.mbalib.com/zh-tw/，MBAlib，智庫百科
9. http://cdnet.stpi.org.tw/，科技產業資訊室
10. http://zh.wikipedia.org/，維基百科
11. http://www.mem.com.tw/，新電子