隨著資訊科技快速發展，產業生命週期加速轉變。過去「產品價值創造」曾被高科技廠商認為是其核心競爭能力，隨著生命週期的移動已僅是企業的維生因素；反之，「行銷價值專屬」活動在初期雖有負向效果，到了後期反而成為廠商的關鍵成功要素。本研究運用層級貝氏迴歸模式對台灣資訊電子上市廠商歷年財務資料進行實證分析。研究結果顯示，具高經營績效表現的廠商群，在其生命週期早期，「產品價值創造」對廠商經營績效具有較高的效果，而「行銷價值專屬」的資源投入，對廠商之經營績效為現負面效果。但是，隨著廠商生命週期的演進，「行銷價值專屬」活動反而對廠商的經營績效呈現正向的效果，而「產品價值創造」活動則轉為負向效果。然而，在低經營績效表現群廠商，則具有相反的結果。此對僅是強調 ODM或 OBM的單一性全面策略的台灣廠商而言，本研究結果可提供廠商在思考其策略時，應重視自身所處的生命週期階段與自身資源的存量。

For the rapid development of information technology, firms hasten their steps in the industry life cycle. The "product value creation" activity which had been viewed as a core competitive ability for high-tech firms has been only a hygiene factor. However, although the "marketing value appropriation"activity has a negative effectonperformanceinearlier stage of firm's life cycle, it becomes a key successful factor to firms in later stage. Thispaper didan empiricalanalysisof financialdata of information technology and electronics firms in Taiwan through a hierarchical Bayes regression model. The results showed that the "product value creation" activity has a more positive effect on performance but the "marketing value appropriation" activity has an opposite effect in earlier stage for high-performance firms. However, when those firms moved on in their life cycle, the "marketing value appropriation" activity gradually has a positive effect instead, but the "product value creation" activity has th e opposite work. The low-performance firms have a totally reversed empirical result. Our research recommends Taiwan firms which only consider an overall ODM or OBM strategy to pay much more attention on which stage they belong to and how much resource inventory they have now.