塑膠製造商新事業成長策略與轉型佈局-以C公司為例

Abstract

隨著經濟全球化發展，企業面臨著全新的危機與挑戰，如何成為全球供應鏈中不可或缺的角色，企業就需要加速步入快速成長期，並積極開輾轉型佈局，以此適應全球化發展趨勢。相比其他行業，塑膠製造業在國際化市場中佔據重要地位，尤其是臺灣，塑膠製造商隨著加工出口導向政策迅速成長，成為帶動臺灣經濟發展的重要推手之一。C公司從事塑膠製造40餘年，並開始向大陸、歐美市場、東南亞市場推進。面對不同的市場環境與格局，C公司除了要保證產品能夠應用於電子、軍工、汽車、醫療等各個領域之外，還需要順應國際化發展趨勢，不斷對商業模式進行優化和挑戰，以便更適應外部市場發展規律，確保C公司能夠紮根於不同國家，更好地從事生產經營活動。 基於此，本文圍繞塑膠製造商新事業成長策略與轉型佈局進行研究，選擇以C公司作為案例，通過文獻資料法、案例分析法、邏輯分析法等多種方式，以C-SOP、五力分析架構、商業模式九宮格作為分析工具，分析塑膠製造產業的宏觀環境、行業環境，並針對C公司開展C-SOP分析，包括策略佈局中提升市場影響力、注重產品及技術革新、增加企業融資管道；組織協同中優化組織結構、組建單獨專案團隊、提高企業內部協同效率；興業領導中打造高素質領導團隊、精準評估領導工作、健全領導激勵機制；文化塑形中保持企業文化競爭力、營造企業文化新氛圍、積極開展企業文化效果評估。同樣，結合C公司實際情況，從目標客層、價值主張、通路結構、顧客關係、收入來源、關鍵資源、關鍵活動、關鍵夥伴、成本結構等進行商業模式轉型分析，得出C公司商業模式轉型面臨網路通路開發不足、客戶關係維繫不佳、關鍵資源亟待優化、結構成本分配失衡等困境。同時，探索C公司商業模式轉型的關鍵因素，強調C公司商業模式轉型需要通過選擇深度適應本土化戰略，精準觀察目標群體潛在需求；擴展多元籌資管道，主動規避籌資帶來的巨大風險；積極研發全新生產技術，利用數位技術驅動市場行銷；基於戰略導向重構組織架構，試著提升經營管理水準等措施，才能幫助C公司順利完成商業模式轉型，從而在國際化市場中佔據更為重要的地位。

With the development of economic globalization, enterprises are facing brand-new crises and challenges. How to become an indispensable role in the global supply chain, enterprises need to accelerate into a period of rapid growth and actively carry out transformation and layout to adapt to the development trend of globalization. Compared with other industries, the plastic manufacturing industry occupies an important position in the international market, especially in Taiwan Province. With the export-oriented policy of processing, plastic manufacturers have grown rapidly and become one of the important drivers of Taiwan Province's economic development. Company C has been engaged in plastic manufacturing for more than 40 years, and has begun to promote to Chinese mainland, Europe, America and Southeast Asia. Facing different market environments and patterns, Company C should not only ensure that its products can be used in various fields, such as electronics, military industry, automobiles, medical care, etc., but also adapt to the international development trend, constantly optimize and challenge its business model, so as to better adapt to the laws of external market development and ensure that Company C can take root in different countries and better engage in production and business activities. Based on this, this paper studies the new career growth strategy and transformation layout of plastic manufacturers, and chooses C company as a case. By means of literature review, case analysis and logical analysis, C-SOP, five-force analysis framework and business model Jiugongge are used as analysis tools to analyze the macro-environment and industry environment of plastic manufacturing industry, and C-SOP analysis is carried out for C company, including enhancing market influence, focusing on product and technological innovation, and so on. Optimize the organizational structure, set up a separate project team and improve the efficiency of internal collaboration; Build a high-quality leadership team, accurately evaluate leadership work and improve leadership incentive mechanism; Maintain the competitiveness of corporate culture, create a new atmosphere of corporate culture and actively carry out the evaluation of corporate culture effect in cultural shaping. Similarly, combined with the actual situation of Company C, this paper analyzes the business model transformation from the aspects of target customer level, value proposition, channel structure, customer relationship, income source, key resources, key activities, key partners and cost structure, and concludes that the business model transformation of Company C faces difficulties such as insufficient development of network channels, poor maintenance of customer relationship, urgent optimization of key resources and unbalanced distribution of structural costs. At the same time, it explores the key factors of C company's business model transformation, and emphasizes that C company's business model transformation needs to deeply adapt to the localization strategy and accurately understand the potential needs of the target group; Expand multiple financing channels and actively avoid the huge risks brought by financing; Actively research and develop new production technologies and use digital technology to drive marketing; Only by reconstructing the organizational structure based on strategic orientation and trying to improve the level of operation and management can C Company successfully complete the transformation of its business model and occupy a more important position in the international market.