台灣上市品牌建商經營策略分析

Abstract

近年來台灣建設業蓬勃發展，國內上市品牌建商各有不同策略。有專注本業積極推出符合市場需求建案者；有發展一條龍服務者；有透過多角化經營發展而跨足商場或飯店經營者；有前往海外推案者。其目的皆在期望發揮本身核心能力及善用自身擁有資源，以發揮最大的經營綜效。 本研究對台灣建設業的經營環境、競爭狀況、優劣勢進行分析。並自台灣上市建商中挑選市值逾50億者，就其商業模式、經營現況、經營策略做整合性分析，期對台灣上市品牌建商未來經營策略提供方向與建議。 在面對台灣高齡化、少子化趨勢及都會區土地價格、原物料、營建成本持續上揚的狀況下，本研究對台灣上市建商經營策略提出以下建議： 1. 順應趨勢發展利基型產品，提升品質並提高消費者對品牌的認同及忠誠度。 2. 持續優化既有的成本控管及財務操作模式，以擴大競爭優勢。 3. 提供更多區隔化產品，以滿足消費者不同需求。 4. 積極投入都市更新及危老更新案，擴大業績及獲利。 5. 積極投入收益型的物業資產開發，如地上權、BOT開發案、出租高級公寓、辦公室等，並於興建完成搭配營運後再行出售，以擴大利基。 6. 審慎評估多角化經營及跨足海外開發個案，提升獲利。

Construction development industry in Taiwan has flourished in recent years. The domestic listed brand construction development companies have their own different business strategies. There are those who focus on actively launching cases that meet the market demand, those who develop one-stop service providers, those who diversify their operations and step into shopping malls or hotels operations, and those who go overseas to launch cases. The purpose of those strategies mentioned above is to give full play of their core abilities and make perfect use of their own resources to maximize the business operation synergy. This study analyzed the operating environment, competitive situations, advantages and disadvantages of Taiwan's construction development industry, and surveyed the business models, operation conditions and business strategies of selected listed brand construction development companies with market value of more than NT$ 5 billion in Taiwan, to provide directions and suggestions on their future business strategies. In facing of the trends of old aging and few children, and the conditions of continuing rise of metropolitan area land prices, raw materials, construction costs, the study make suggestions to listed brand construction development companies in Taiwan as follows: 1. Develop the niche market products following those trends, and raise the quality of products, to gain consumer recognition and brand loyalty. 2. Continuously optimize the existing cost controlling and financial leveraging models to enlarge the competitive advantages. 3. Provide more partition products to meet consumer’s demands. 4. Actively invest in urban renewal and old-age renewal cases to expand performance and profitability. 5. Actively invest in the development of profitable property assets, such as superficies, BOT development cases, rental of high-end apartments, offices, etc., and sell them after building completion and operations, to gain the profitability. 6. Prudentially assess the decision of diversification operations and cross-border overseas development cases, to enhance profitability of the company.