工業電腦公司發展服務事業的策略探討－以研華公司為例

Abstract

台灣工業電腦(IPC)產業在全球居領導地位，市場呈高度寡占。其中研華科技居全球第一。傳統上IPC業者以銷售硬體設備為主，但在製造業數位轉型浪潮與越趨激烈的市場競爭環境下，近年紛紛朝服務化轉型，提供軟硬體整合的解決方案以提升客戶價值。 研華為推動服務轉型，在2021年導入IBM的「新興商業機會」(EBO)方法論，以規劃新事業並調整組織結構。EBO強調將新興業務獨立於核心事業之外，分階段孵化未來商機，讓研華能在不影響既有本業下培育具有未來性的新事業。透過此機制，研華明確了服務發展方向，並成立專責的全球服務事業部門，並以一系列市場分析來發展整合性的新服務產品。 推動服務化的過程帶來多項正面效益。首先，藉由軟體平台與服務綁定硬體設備，IPC廠商能夠提升系統價值與差異化競爭力，並增加客戶使用黏著度。其次，服務模式可帶來更穩定且具可預期的收入來源，例如維運合約、訂閱方案與延伸保固服務。此外，企業在服務提供過程中更貼近客戶核心流程，能即時掌握市場需求與回饋，有助於後續產品與服務優化。 然而，服務化過程中也面臨諸多挑戰。首先是組織內部的文化與能力轉型，原本以出貨為導向的製造體系，須轉為以客戶價值為核心的服務營運模式。此轉變涉及新職能的建立，例如技術支援、客戶關懷、專案執行與平台營運能力，且需設計適合的KPI與管理制度。其次，在銷售模式上，由一次性交易轉為持續關係的收費方式(如訂閱制)，也可能造成財務報表短期波動，需取得內部共識與高層支持。再者，若與既有通路與系統整合商業者發生角色重疊，亦需妥善設計合作機制以避免通路衝突。 總結而言，工業電腦公司推動服務化有助於從「賣產品」進化為「創造長期客戶價值」，但也須面對組織能力、營運流程與商業邏輯等層面的根本調整。本研究透過研華的實務案例分析其發展路徑與關鍵課題，期望能提供產業界借鏡，理解IPC產業服務化發展背後的策略考量與潛在障礙。

Taiwan's industrial PC (IPC) industry holds a leading global market position, with Advantech ranking as the dominant player. In response to the accelerating trends of digital transformation in manufacturing and the rise of AIoT technologies, IPC companies have begun shifting from traditional hardware manufacturers to integrated solution providers. This transformation toward service-oriented business models not only addresses customers’ increasing need for full lifecycle support but also helps boost product value, stabilize revenue structures, and strengthen long-term customer relationships. In 2021, Advantech adopted IBM's Emerging Business Opportunity (EBO) framework as the foundation for driving new service strategies and organizational transformation. The EBO approach emphasizes incubating new business opportunities independently from existing business units, shielding them from short-term financial pressures. It also promotes cross-functional teams, small-scale testing, and iterative market validation. Through this methodology, Advantech has expanded its scope from hardware sales to a broader service ecosystem, including IoT platforms, software subscription models, solution consulting, and onsite support services. The shift to servitization offers multiple strategic advantages. First, by bundling software and services with hardware, IPC companies can enhance system value, differentiate themselves from competitors, and improve customer retention. Second, service-based models provide recurring and more predictable revenue streams, such as maintenance contracts and extended warranties. Furthermore, close involvement in customer operations enables suppliers to capture real-time feedback, supporting continual product and service improvement. However, the transformation also presents several challenges. Internally, organizations must shift from a product-driven mindset to customer value centered, which requires new capabilities in project management, customer data handling, technical support, and platform operations. Establishing suitable KPIs and adapting management systems are crucial. Financially, the transition from one-time sales to subscription-based revenue can create short-term volatility, alignment across management teams is necessary. Externally, direct engagement with end customers may lead to channel conflicts with traditional system integrators and distributors, requiring careful role definition and partnership strategies. In summary, servitization enables IPC companies to evolve from selling products to creating long-term value. However, realizing its full potential requires overcoming organizational, operational, and commercial challenges. This study analyzes Advantech’s experience to provide practical insights into the strategic drivers and obstacles of servitization in the IPC industry.