我國中小企業在經濟體系中一向扮演極為重要之角色，但由於規模上的限制，往往在營運上存在不少先天上的缺點，例如缺乏生產上的規模經濟、資金不足、管理能力薄弱等，時常需要透過策略聯盟的方式才能讓企業有進一步的成長。本研究即在考量中小企業的困境，透過P公司的個案研究來找出進行策略聯盟活動所需考量的重點。
本研究詳細記錄了P公司進行兩項策略聯盟活動的過程，並根據文獻歸納出以下五項對中小企業進行策略聯盟活動最需考量的重點：(1) 互補能力；(2) 選擇方案的成本；(3) 市場知識/接近；(4) 無形資產；(5) 管理能力，並建議中小企業在進行策略聯盟時必須注意發展核心研發能力與專利權來取得關鍵產業地位、選擇具產業領導地位與互補能力強的策略聯盟夥伴、謹慎處理經銷代理權，並發展管理策略聯盟的能力，最後則是要考量到保有第二策略聯盟夥伴選擇機會，以降低經營風險。

Small and Medium Enterprises (SMEs) always play an important role in Taiwan’s economic system. However, because they are rather small in size and resources, most of them usually encounter problems in production, funding, marketing, and managerial capabilities. Even though SMEs are in the difficult position, they can still pursue growth through cooperation with strategic partners. This research conducts a case study and tries to find out the decision-making process of strategic alliance considering about the situation that SMEs face.
This research records the process of the strategic alliance of case company and concludes the five important issues for SMEs to consider when choosing the partner of strategic alliance: (1) Complementary Capabilities; (2) Cost of Alternative; (3) Market Knowledge/ Access; (4) Intangible Assets; (5) Managerial Capabilities. This research also suggests that SMEs develop core R&D capabilities to stand in its industry, choose partners with leading position and complementary capabilities, deal with the distributorship more carefully, and develop capability to manage strategic alliance. SMEs should also consider the second resort to reduce the business risk when involving in strategic alliance.

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