「製造業服務化」提升企業競爭力之應用 —以廣東凱施百景觀建材公司為例

Abstract

中國大陸的房地產市場自從1980年代後期改革開放之後，隨著由計劃經濟走向市場經濟體制，房地產市場因而快速發展蓬勃興盛。然而近年來中國城市房地產泡沫的言論也甚囂塵上，在上海、北京、廣州、深圳等一線城市中更是表現明顯。本個案「廣東凱施百景觀建材公司」其主要顧客群為別墅市場配屬設施之陽光房及庭園景觀設計，在傳統製造導向的裝飾裝修行業中也正面臨著中國在地廠商因技術進入門檻不高之激烈競爭。 本研究透過「製造業服務化」之管理新思維，先以產業價值網分析凱施百所處之產業環境及市場區隔，以「全面差異化」及「集中成本領導」兩主要競爭策略，來滿足目標顧客在個性化、實用性、前瞻性、藝術性的價值主張。透過建構「設計共用平臺」及「別墅裝修平臺」有效整合其價值網之各方，並以策略地圖之架構規劃「新型建材開發」在高端建材多樣性、裝飾建材與內裝傢俱、綠色建材與綠色建築，「個性化設計」在企業設計風格、設計共用平臺、建築結構技術、建材製造模組化，及「整合性服務」在別墅裝修平臺、庭園景觀配套的三大方針、九大策略領域與17項策略活動，明確規劃凱施百中長期之策略方案。 本研究顯示，透過製造業服務化概念從產業價值鏈之角度向前、向後延伸服務，從價值網之架構分析凱施百之顧客構面的價值主張及市場區隔、供應商之技術合作範疇與型態、互補者之服務類型及附加價值，以及對競爭者之鎖定與實行之競爭策略，相較於傳統五力分析之替代品構面，更能有效描述個案所處之產業環境並得出有效競爭策略。同時，以個性化的室內裝飾裝修及庭園景觀設計提供「人性化設計」之創新，及應用「綠色消費」之概念在綠色建材與綠色建材模組、建材製造模組化與施工流程管理上有效節省資源或降低環境污染，皆有利企業整體形象之提升及企業永續性的競爭優勢。

The Chinese real estate market has flourished since the economic reform of the late 1980s, when China made the shift from a planned economy to a market economy. However, in recent years, it has been theorized that China’s urban real estate boom is actually a real estate bubble. This seems particularly evident in cities such as Shanghai, Beijing, Guangzhou, and Shenzhen. Traditional manufacturing-oriented design and renovation companies in China are facing intense competition due to low technical entry barriers. We conducted a case study on the Nison Design and Technology Company, which specializing in sun room and landscape designs, mainly catering to the villa facilities market. Our study applied a new “Servitization of Manufacturing” concept in study, first using industry value networks to analyze the industrial environment and market segmentation of Nison, and then applying the two competitive strategies of “complete differentiation” and “focus cost leadership” in hopes of meeting target consumer values of personalization, practicality, progressiveness, and aesthetics. Through the construction of “design sharing platform” and “villa renovation platform”, it is possible to effectively integrate all components of the industry value network and also to map strategies for “development of new building materials” (for the diversification of high-end building materials, the decoration of construction materials and furnishings, and green construction materials and green buildings), “personalized designs” (for corporate designs, design sharing platforms, construction techniques, and modular building), and “integrated services” (for villa renovation platforms and garden landscape and facility designs), which total three principles, nine strategic areas, and seventeen strategic activities all help to plan a clear long-term strategy for Nison. This study shows that the concept of Servitization of Manufacturing and the extension of services forward and backward from the industry value network can be applied to design and renovation companies. Analysis of Nison’s consumer value propositions and market segmentation, supplier cooperation framework, services and value added of complementarities, and the implementation of competitive strategy towards competitors make for a much stronger analytic framework than that of the five forces model. Our model can more effectively depict the industrial environment of the company in our case study and our results lead to more effective and competitive corporate strategies. At the same time, the innovation of personalized interior designs and landscaping designs can provide more “Human-Centered Designs” and can also apply the concept of “Green Consumption” to green construction building materials, the modular building, and management of the construction process, which in turn can help to minimize resource use and reduce environmental pollution. This can promote a favorable corporate image and also increase competitive advantages by raising corporate sustainability.