裝潢木建材業商業模式的轉型之路－以K公司為例

Abstract

智慧型手機的進步與數位化的普及，提升生活上的便利性與即時性，促使人們不斷從其延伸發展，其中的商機甚至無法想像。在2019年突如其來的COVID-19全球疫情下，生活習慣遭受巨大改變，民眾須遵守口罩和社交距離的規範，日常工作和生活受到嚴重限制。隔離政策使企業被迫轉變工作模式，從傳統的辦公室制度到遠端居家工作，這一轉變使得大量經濟活動停擺，經濟陷入蕭條，企業面臨前所未有的挑戰。然而，逆境中蘊藏著機遇，企業被迫提升創新和變革的能力，以因應疫情帶來的種種挑戰，進一步鞏固了企業的核心競爭力。 現今企業維持傳統的商業模式，正面臨重重危機，一場疫情迫使我們需要即刻與這場危機正面交鋒，企業應如何秉持宗旨與初心，深思自身的不足與可調整之處。若市場需求仍存在，甚至市場更大，而企業卻未從中得到正向發展時，就必須停下腳步，自我審視並發現問題，從中找到突破口，企業才能持續在市場營運，不被環境變化所沖刷掉。 環境迫使企業面對問題，虛實整合已是疫情後的趨勢，本研究重點在探討裝潢木建材業，在面對市場變化時，就K公司的個案現況，找到現處的困境，各種問題接踵而來，應如何透過企業轉型的理論，帶出商業模式中重視的要點，歸納出K公司的優劣勢，就內外在環境分析，幫助K公司後續在經營上的轉變，找到創新的商業模式，擬出新穎的業務開發，重新建立品牌定位，提升公司在業界的競爭力。

The advancement of smartphones and the widespread digitization have enhanced convenience and immediacy in daily life, prompting continuous evolution in technology. The business opportunities derived from this trend are beyond imagination. Moreover, the sudden global spread of the COVID-19 pandemic in 2019 profoundly altered the way we live. Wearing masks and maintaining safe social distance impose restrictions on people's daily lives and work. The quarantine policy compelled businesses to transition from traditional office work to remote work. This led to a trading halt and plunged the economy into recession, posing unprecedented challenges to businesses. However, adversity often presents opportunities. Businesses were forced to accelerate innovation and transformation in response to market challenges brought about by the pandemic, further enhancing their competitiveness core competence. Nowadays, companies adhering to traditional business models are consistently encountering challenges. The pandemic has forced companies to directly confront this crisis, urging them to introspect their weaknesses and the areas for improvement. If market demand persists or even grows, yet companies fail to progress, this indicates that they should self-assess their shortcomings and identify breakthroughs to effectively respond to environmental changes, thereby maintain competitiveness in the market. In today's business landscape, companies are compelled to confront numerous challenges as the environment changes. Therefore, Online-Merge-Offline (OMO) model has become a post-pandemic trend. This study centered on the decorative wood building materials, with a specific focus on Company K as a case study, to delve into current challenges and to elaborate strategies to navigate the market shifts effectively. Utilizing theories of corporate transformation and emphasizing key points in business models, the study assesses the strengths and weaknesses of Company K. Through comprehensive internal and external analyses, innovative business models are developed to facilitate the company’s operational transformation and to re-establish brand positioning, thus enhancing its competitiveness in the industry.