台灣營建業產業分析與創新營運模式之探析

Abstract

營建業是扮演經濟發展的火車頭，政府常藉推動基礎建設帶動其它相關工業、服務業蓬勃發展，以提振經濟發展與人均提高。隨著三十多年的高經濟成長逐漸走入低成長，營建業也跟著進入成熟期，亦面臨經濟環境的巨大變化，包含政府各項政策改變，公共工程發包執行面偏差，產業激烈競爭及人才危機等，己導致營建業經營效能低落，獲利大幅衰退甚至虧損，除影響政府公共工程品質與進度外，不少廠商甚至遭遇生存競爭威脅，或被迫退出市場。 針對此一問題，本研究深入探討營建業所遭遇的經營困境和產業人才危機兩大關鍵問題，從營建業產業現況、規模、獲利率、困境，採用五力分析架構進行營建業的產業競爭分析，再採用Osterwalder and Pigneur（2010）的商業模式，推導並提出營建業創新營運模式。 同時，本研究篩選營建業上市櫃二十家大型代表廠商、近十年的財務績效數據作為競爭分析與推導創新營運模式的基礎，並據此提出以營造業為主體與建設業組合模式，以建設業為主體與營造業組合模式，和新併購公司三種營運模式，預測三種營建模式均有穩定獲利之財務表現。 針對營建業的人才危機，本研究提出營建業類合夥及績效誘因創新模式，包括高階經理人激勵池、專案獎金池、共同開發獎金池、薪資入股池四個獎勵機制，藉由員工合資成立財務管理公司及信託機制，在資本市場間接擁有公司持股，以獎勵和招募人才，提高產業的營運績效。

Construction industry plays a leading role of economy development. It is a common measure for the government to boost the economic development and increases per capital income by investing in infrastructure construction. After experiencing high economic growth for almost three decades, construction industry enters into the mature stage, facing tremendous changes of economic environment including enactments of government public policy, inefficiency of public administration, fierce competition and talent crisis, among others. This led to very low operational efficiency, decreases of corporate profitability, even serious deficit and exit of many construction companies. To tackle these critical issues, two studies broadly explores sources of industry changes, and talent crisis. We then undertook Porter’s five-force model to portray the structure change of construction industry based on secondary data and industry observation. Furthermore, we adopted Osterwalder and Mr. Pigneur’s nine-block business model to unravel current models and search for possible innovative ones for the construction industry in Taiwan. Our analyses are supported by detailed financial performance data of twenty listed big construction enterprises in Taiwan, upon which our future suggestions are based. There are three feasible operational models discussed in this these. With regard to the talent crisis, this study proposes a quasi-partnership model that strongly links employees’ performance with operational results. Specifically, we suggest a performance-based incentive model that contains four types of incentive program, including executive stimulation pond, project-based bonus pond, co-development bonus pond and salary bonus pond. By so doing, a construction company could not only align employees’ efforts strongly with project operations but also help managers to co-own the company. Implications of our research findings and suggestions are also discussed.