中小規模建設公司策略轉型之個案探討：以C建設公司為例

Abstract

台灣和新加坡、南韓與日本等幾個東亞國家，長期少子化造成人口結構持續老化與萎縮。未來自住型購屋需求將逐漸減少，長期來說房地產市場將不被看好。對於建築業這個傳統產業來說，多角化布局下一個明星事業以分散風險與永續經營，跨足收益型不動產領域以掌握長期穩定之現金流並降低風險，已躍居顯學。轉型是建設公司必然的生存之道，是求生存不得不的選擇，不轉型有可能終將走向失敗。 有鑑於此，本研究以C建設公司為研究主題，從大環境的產業五力分析與產業關鍵因素分析，再針對個案公司的成長軌跡與經營策略進行深入的個案研究，分析比較C建設公司與國內建築業營收TOP10業者經營績效，依據資源與能力、事業組合分析(BCG矩陣)、事業競爭策略等理論基礎，歸納出影響C建設公司經營績效的關鍵要素。本研究發現台灣建築業的市場集中度過低，為完全競爭的內需型產業，同業間競爭十分激烈。C建設公司雖然未能如上市櫃建商每年有較穩定的推案與較大的營業額，但在其慎選雙北精華地段推案、注重施工品質、嚴格控制成本與完善售後服務的一般性策略下，與業界其他業者比較，在營業毛利率、股東權益報酬率、資本報酬率、總資產報酬率都有較同業優異的表現。然而，專注建築本業易受景氣循環波動影響，缺乏避險管道；C建設公司應運用本身的資源與能力，以其核心競爭力為基礎，除了持續將經營重心放在建設本業之外，同時應考慮朝上下游垂直整合、異業結盟、多角化發展，為企業的永續經營佈局。 企業的轉型是一項極富挑戰性的艱鉅任務，除了需要領導高層確立未來長期發展方向，更須凝聚團隊向力心，以期達成使命與目標。

Taiwan, along with Singapore, South Korea and Japan, is another East Asian nation that has had low birth rates for so long that it is facing population aging and decline. In the long run, the housing market is not looking good due to declining demand. Hence, it’s very important for local developers to adopt strategies of diversification and invest in income real estate in order to obtain stable long-term cash flow, diversify risks, and maintain sustainable development. Strategic transformation is an inevitable choice for developers to survive; otherwise, failure seems doomed. This research explores the strategies and efforts that C Company (one of the mid-size developers in greater Taipei area) has taken in the past 30 years, on the basis of various management theories, such as Porter’s Five Forces Analysis and Key Success Factors. By comparing the operation performance of C Company with those of the Top 10 Taiwanese Developers in terms of Core Capability, Product Portfolio Analysis (BCG Matrix), & Competitive Strategy, this research identifies key success factors of C Company. This research also finds out that Taiwan's building industry has a very low market concentration and is a fully competitive domestic industry. Although C Company doesn’t has as large turnover as Top 10 Taiwanese Developers, it has a better operation performance in terms of Gross Profit Margin, Return on Equity, Return on Capital, and Return on Total Assets under its Generic Competitive Strategies: Prime Location Development Strategy, Construction Quality Control Strategy, Construction Cost Control Strategy, and Prime Customer Service Strategy. However, concentrating on the building industry is vulnerable to the cyclical fluctuations and is lacking channels to diversify risks. Hence, C Company should utilize its core competencies, concentrate on its core business, and at the same time adopt strategies of vertical integration and diversification in order to maintain sustainable development. Enterprise transformation is a difficult and challenging job. It requires effective leadership and good management for team building to achieve enterprise’s mission and goal.