精密加工設備企業D公司之訂閱服務模式可行性研究

Abstract

訂閱模式一般適用於面對消費者之行業，例如Netflex串流影音、亞馬遜書店，但在這幾年也漸漸往B2B的方向發展，例如企業租車、設備租用等。 D公司於1991成立，由PCB鑽孔加工逐漸走向PCB設備製造，順利進入PCB機械鑽孔高階載板加工設備製造領域，並取得的實績，突破進口製造壟斷局面。但在高階雷射鑽孔設備市場，仍為進口設備製造商寡占，在已建立的高門檻障礙下，新進者難以進入，如何突破現況，挑戰現有市場，為複雜困難的議題。當傳統銷售模式無法切入到用戶端時，在面對不同產品類型，企業為突破困境，需嘗試不同的方法，D公司試著採用類似訂閱模式讓客戶接觸使用新設備，採用非銷售設備的方式，將設備推向了用戶端市場應用。 分析競爭門檻，切入到該市場的挑戰，除了最基本的功性能、規格、價格以外，還包含歷史發展軌跡中的各類加工問題對應解決參數模式，並且需研發差異化技術、新發明設計排除專利保護等，其中主要終端客戶的指定採用更是保護壁壘。後進入市場的D公司，在無法採用一般銷售設備模式，改採用非傳統銷售方法，轉為服務內容、加工品質、加工成本競爭等其他模式，創造客戶使用機會，透過類似租賃、訂閱模式的加工機台訂閱、加工時間段訂閱、技術服務訂閱等模式，創造客戶委外加工使用機會，排除採購設備的障礙，突破困境讓客戶使用設備但不買設備，D公司透過服務獲取利潤，破除競爭障礙，讓客戶認同加工品質到認同設備提供契機，本論文研究探討機械設備非傳統銷售模式下，訂閱服務模式可行性研究討論。

Subscription models are commonly applied in consumer-facing industries, such as Netflix for streaming and Amazon for book sales. In recent years, this trend has extended towards B2B sectors, including corporate car rentals and equipment leasing. Founded in 1991, Company D initially focused on PCB drilling and gradually transitioned to manufacturing PCB equipment. It successfully entered the high-end PCB mechanical drilling equipment sector, breaking through the monopoly of imported manufacturing. However, in the high-end laser drilling equipment market, dominated by foreign manufacturers, entry barriers are high, posing a complex challenge for newcomers. Facing difficulties when traditional sales models cannot reach end-users, especially in a market with established barriers, Company D sought to innovate. It experimented with a subscription-like model to introduce new equipment to customers, moving away from traditional equipment sales. Analyzing competitive barriers, challenges in entering the market include basic factors like performance, specifications, and pricing, as well as addressing various processing issues from the historical development trajectory. Differentiation through technology, invention, and navigating patent protection are crucial. Customer designation by major end-users adds another layer of protection. Unable to adopt the conventional equipment sales model, Company D shifted to non-traditional sales methods, emphasizing service quality, processing cost competitiveness, and other modes. Creating opportunities for customers to use machines through subscription models for machine usage, processing time, and technical services helped overcome barriers to equipment procurement. By allowing customers to use equipment without purchasing, Company D generated revenue through services, breaking down competitive barriers and gradually gaining customer recognition from processing quality to equipment adoption. This thesis explores the feasibility of subscription service models in the non-traditional sales of mechanical equipment, discussing the potential for subscription services in the machinery industry.