從硬體轉型至SaaS：動態能力架構在台灣巴士GPS原品牌製造商之應用

Abstract

台灣企業過去多半在製造領域中創造與獲取價值，但現在越來越多公司也希望透過品牌經營與軟體應用，在成長中的軟體產業中取得更多價值。 本研究旨在說明，將一個廣泛引用的商業策略框架應用於產品層級，對台灣硬體公司的管理者而言，是一種實用且可行的方法。

本論文以公車使用的 GPS 硬體產品為個案，建立一套將「動態能力架構」應用於公開財務與策略文件的分析流程。透過這套框架，本文分析該公司目前已執行的行動是否符合動態能力的定義，並提出其他建議行動，特別是針對如何透過軟體產品來創造與獲取價值的策略。

本研究的目標是提供一套可重複操作的分析流程，適用於台灣上市公司所發布的財務與策略相關公開文件。當這套流程與公司內部的非公開文件結合使用時，將能幫助管理者判斷，針對既有硬體產品，應採取哪些下一步行動，以同時透過軟體產品來創造並捕捉更多價值，強化整體產品競爭力。

Taiwanese companies often create and capture value in manufacturing, but are increasingly looking to also capture value via branding and software applications in the growing software industry. This research aims to demonstrate that applying a commonly cited business strategy framework at the product level can be practical and useful for managers at Taiwanese hardware companies. Using a case study of a bus GPS hardware product utilized by public transportation vehicles, this paper creates a process of applying dynamic capabilities framework to publicly available financial and strategy documents. The paper then uses the dynamic capability framework to analyze the actions the firm is taking that matches with the framework and also suggests additional actions related to capturing value via software products. The paper aims to provide a replicable analysis workflow for publicly listed Taiwanese companies that post financial and strategy documents as per regulatory requirements for the major stock exchanges. This paper’s workflow when combined with internal non-public documents, could help managers determine which next-step actions might need to be taken for a hardware product to also create and capture value via software products that complement the company’s hardware product.