本研究主要探討3D列印產品之進入策略，個案是一家已有13年歷史的光學上市公司，致力於自主研發設計、生產製造各式光學模組及光學零組件，產品廣泛應用於投影機、行動投影裝置、家用背投影電視、大型電視牆、類單眼數位相機、行車記錄器、安全監控攝影系統等相關領域。歷經草創時期、2008年金融風暴、2010年歐債危機等時期還能維持每年獲利。為尋求永續經營，突破技術與服務創新、開創3D列印商機，個案公司需制訂產品行銷與通路策略，快速切入並站穩3D列印產業，擴大營收與成長動能。
對於ODM業務，本研究利用麥可波特的五力分析來探討3D列印產業的外部環境，發現潛在競爭者的威脅高，如何差異化將是決勝關鍵。因此，個案公司應著重於突顯自家產品優勢（cost effective & accuracy）、取得技術專利、強化產品品質與服務。
在自有品牌的發展方面，本研究以STP模型理論來分析自有品牌該選擇的市場與切入點，並以SWOT分析來決定產品行銷策略。分析結果發現，個案公司應積極開發產品創新技術（3D列印軟體、3D scanner、特殊光敏感樹脂）、建立行銷及業務通路、提供創新服務與品牌價值，刺激客戶購買，以建立客戶忠誠度。

This study focuses on the entry strategy of 3D printing market. The case is a 13-year-old optical company, dedicated to independent research and development, manufacturing various types of optical modules and optical components. Products widely used in projectors, mobile projection device, rear projection TV, video wall, surveillance camera and other fields. Though the pioneering stages, suffered from the financial crisis in 2008 and the European debt crisis in 2010, YNG Inc. still maintained growing up. Seeking sustainable development and the business opportunities, YNG Inc. needs to develop the marketing strategy, create channel, and quickly get into the 3D printing industry to expand revenue and growth momentum.
For ODM business, this study adopted Michael Porter's five-force analysis to explore the external environment of 3D printing industry, found that the threat of potential competitors is high, YNG Inc. should highlight its own product advantages (cost effective & accuracy), access key technology patents, and enhanced product quality and services.
For own brand development, this study adopted STP model to analyze its market selection and entry points, and then applied SWOT analysis to determine the product marketing strategy. The results found that YNG Inc. should actively develop product technologies (3D printing software, 3D scanner, UV resin), establishment of marketing and business channels, to provide innovative services and brand value in order to build customer loyalty.

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