|Abstract: ||1978年中國大陸經濟開革開放，憑藉著低廉的生產成本吸引台商前進大陸設廠，R公司為優盛醫療電子（上海）有限公司，2001年於大陸上海設廠，從事家用醫療器械的 ODM & OEM代工組裝，長年為歐美品牌代工，雖業績穩定成長，但對於品牌廠的代工依存度高。加上近年來除了大陸投資與勞動環境的變遷與相關成本的上漲，以及中國大陸所制定醫療器械行業的"十三五"規劃，政策扶持所帶來的新加入者威脅如雨後春筍般增加，加上大陸本土企業透過股票上市，憑藉著便宜的資本財，迅速的擴大及合併，在面對該市場逐年成長的客戶需要，及考慮相對容易獲得的勞動力，降低產品成本及同業競爭，企業面臨一定程度的挑戰與經營壓力，能否持續獲利已是經營上普遍所面臨之問題，如何在競爭激烈的環境下創造利潤，企業在營運模式上，必須因應在不同的環境與時機下，思考經營策略的轉變及相應之組織調整，以創造附加價值及永續經營的目標。|
關鍵字: 經營策略、競爭策略、產業分析、五力分析、家用醫療器械;Since 1978, China economic reforms and opening up, with low production costs to attract Taiwanese factories to the China mainland, Rossmax（Shanghai） Co., Ltd was founded in Shanghai in 2001, engaged in home medical equipment ODM & OEM assembly, for many years for the European and American brands OEM, although performance and stable growth, but regarding the factory brand OEM dependency high.
In recent years, in addition to change plus investment and labor environment and related costs, as well as China, the medical device industry "Thirteen five" planning, policy support from new entrants such as threats and increase, enterprises in the china through the stock market, with its cheap capital, and expand with the rapid, in the face of the growing market needs of customers, and considering the relatively easy access to labor, reduce the cost of product and competition, enterprises are facing challenges to a certain extent and operating pressure, the sustainability of profit is the problem faced by the common business, how to make profits in the competitive environment, enterprises in the mode of operation, must in the environment and different time, adjusting the organizational thinking and the corresponding change in business strategy, in order to create added value and sustainable business goals.
This case study is to discuss the Rossmax（Shanghai） Co., Ltd, with setup its factory and run the manufacturing business for more than 10 years in Shanghai, China. It engage in manufacturing of electronic stationery supplies, the telephone number module in the broadcast in early times and it also to focus in electronic blood pressure meter, and the maturity of the electronic thermometer and respiratory therapy instrument of domestic medical equipment industry, recent years. In view the sustainable management of the enterprise, analyzes the challenges in the business operations and problems, due to operational problems, how to change the existing enterprise management strategy and subsequent transformation practices, finally through the case analysis, the relationship between strategic positioning and to explore the success factors of this industry competition advantages, the industry value and this industry try, summed up the company′s future business direction and development strategies, including the development of new products, expand the domestic medical equipment product breadth and group integration between, through brand marketing, global and domestic orders and expand the scale, to maintain business continuity and create profit.
Key Word: Management Strategy, Competitive Strategy, Industry Analysis, Porter five forces analysis, Home medical equipment