http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/189 2026-10-03T03:49:55Z http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/103510 標題: 高營建成本環境下建商經營模式與地方生態系之研究-以北城集團為例; The Business Model and Local Business Ecosystem of a Real Estate Developer amid Rising Construction Costs: A Case Study of NCITY Group 作者: 林倢安; Chiehan Lin 摘要: 臺灣不動產開發產業近年面臨營建成本、土地價格與資金成本同步攀升，信用管制趨嚴、市場供給呈週期性波動之多重壓力。在此情勢下，建商之競爭力已難再以推案規模或速度一概而論，而更取決於其資源整合與風險調節之深度。然而，過往研究多以房價走勢與大型上市櫃建商為焦點，對於在實務中數量眾多、卻較少被系統性檢視之中小型建商，其如何在高成本環境中維持經營韌性，仍缺乏足夠之個案層次理解。 有鑑於此，本研究旨在剖析高成本環境下臺灣建商經營模式之分化邏輯，並深入探討中小型建商之競爭基礎與發展可能。研究採個案研究法輔以次級資料分析，整合資源基礎理論（RBV）與VRIN框架、商業模式畫布（BMC）、商業生態系理論、策略群組分析及SWOT/TOWS等工具，建立由產業層面、個案層面至策略延伸層面之分析序列；並以逾60年、家族經營且未上市櫃之北城集團（含欣晨建設與北城營造）為對象，檢視其核心資源組合、經營模式與地方型發展路徑。 研究發現，高成本壓力促使臺灣建商分化為市場週轉導向型、區域深耕整合型與資產持有營運型三大策略群組；北城集團明確趨近資產持有營運型，其競爭優勢源自早期累積之低成本土地、百分之百自有營造能力，以及長期經營所形成之地方品牌、在地網絡與家族信任資本，並透過自地自建、建營垂直整合與租售並行三者之互補，形成兼顧開發節奏自主與經常性收益之穩健結構。據此，本研究進一步推導其短期（鞏固既有經營模式之韌性與優化資產價值）、中期（以大型造鎮開發案為載體，由單案開發延伸至地方資產經營）至長期（銜接ESG與淨零路徑、深化世代承續，逐步形成地方型不動產生態系節點）之發展路徑，並萃取對同類型中小型建商在資源配置、垂直整合與長期經營韌性上之管理意涵。; Taiwan’s real estate development industry has faced mounting pressure in recent years from the simultaneous rise of construction costs, land prices, and capital costs, compounded by tightening credit controls and the cyclical volatility of market supply. Under these conditions, a developer’s competitiveness can no longer be measured by the scale or speed of project rollouts alone, but hinges increasingly on the depth of its resource integration and risk management. Prior research, however, has largely centered on housing price movements and large listed developers, leaving a limited case-level understanding of how small and medium-sized developers-which represent the vast majority of the market yet are seldom systematically examined-sustain operational resilience in a high-cost environment. Accordingly, this study aims to dissect the logic behind the divergence of developers’ business models in a high-cost environment, and to examine in depth the competitive foundations and developmental possibilities of small and medium-sized developers. This study adopts a case-study approach supplemented by secondary data analysis, integrating the Resource-Based View (RBV) and the VRIN framework, the Business Model Canvas (BMC), business ecosystem theory, strategic group analysis, and SWOT/TOWS to construct an analytical sequence spanning the industry, case, and strategic extension levels. Beicheng Group-a family-run, non-listed developer with over sixty years of history, comprising Xinchen Construction and Beicheng Engineering-serves as the primary case study through which core resource configurations, business models, and locally embedded development paths are examined. The findings indicate that high-cost pressure has driven Taiwan’s developers to diverge into three strategic groups: market-turnover-oriented, regional integration, and asset-holding & operating. Beicheng Group clearly aligns with the asset-holding & operating model; its competitive advantages stem from early-acquired, low-cost land, 100% in-house construction capability, and the local brand, community network, and family trust capital accumulated over decades of operation. Through the complementarity of self-directed land development, vertically integrated construction, and concurrent leasing and selling, the firm has established a robust structure that balances autonomy over development pace with recurring income. On this basis, the study further derives a three-tiered development path: short-term (consolidating the resilience of existing models and optimizing asset value), medium-term (leveraging large-scale township development to transition from single-project development toward local asset operation), and long-term (aligning with ESG and net-zero pathways, deepening intergenerational continuity, and gradually evolving into a node within a local real estate ecosystem). Finally, the study distills managerial implications for comparable small and medium-sized developers regarding resource allocation, vertical integration, and long-term operational resilience. 2026-01-01T00:00:00Z http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/93763 標題: 高淨值客群服務轉型的策略地圖：以 C 銀行為例; Strategy Map for Service HNWI Clients: The Case of C bank 作者: 張詠翔; Yung-Hsiang Chang 摘要: 隨著新一代高淨值客戶群體的崛起，傳統的財富管理服務模式已難以滿足其多元化需求。本研究借鑒國際性金融機構C集團的實踐案例，旨在探討金融機構如何因應高淨值客群需求的變遷，制定高效的服務轉型戰略。 研究首先分析了推動服務轉型的三大驅動力：市場競爭加劇、技術創新發展以及客戶需求轉變。其中，新一代高淨值客群對ESG投資、數位化體驗和個性化服務的期望顯著提升，成為服務轉型的核心驅動力。 本研究以平衡計分卡理論為框架，建構了針對傳統及新生代高淨值客群的差異化策略路線圖及關鍵績效指標體系。在財務層面，重心由追求短期利潤最大化轉向資產管理規模的長期穩健增長；客戶層面注重卓越的服務體驗及口碑營銷能力；內部流程聚焦推進數字化轉型，提升敏捷交付能力；學習成長則側重培養複合型理財顧問團隊。 最終，研究闡明金融機構應秉持以客戶為中心的核心理念，從平衡計分卡四個構面全面深化高淨值業務轉型：創新收入模式與客戶價值捆綁；深化客戶洞察與服務體驗創新；數字賦能提升業務靈活性及定製化能力；加大投入培育專業化的理財團隊。 基於C集團在全球多個市場的成功實踐，本研究有助於金融業順應時代大潮，因應高淨值客群服務需求的變革趨勢，為其在日新月異的市場格局中開啟高質量發展之路。; The traditional wealth management service model is increasingly inadequate to meet the diversified needs of the emerging generation of high-net-worth (HNW) clients. This study examines the case of international financial institution Group C to explore how financial institutions can adapt their service transformation strategies to address the evolving demands of HNW clientele. The research first analyzes three key drivers of service transformation: intensifying market competition, technological innovation, and shifting client needs. Notably, the new generation of HNW clients shows significantly higher expectations for ESG investments, digital experiences, and personalized services, serving as the core impetus for service transformation. Utilizing the Balanced Scorecard framework, this study constructs differentiated strategy roadmaps and key performance indicator systems for both traditional and next-generation HNW client segments. In the financial perspective, the focus shifts from short-term profit maximization to long-term, stable growth in assets under management. The customer perspective emphasizes excellent service experiences and word-of-mouth marketing capabilities. Internal processes focus on advancing digital transformation and enhancing agile delivery capabilities. Learning and growth prioritizes cultivating multifaceted financial advisory teams. The study concludes that financial institutions should adhere to a client-centric core philosophy, comprehensively deepening HNW business transformation across the four perspectives of the Balanced Scorecard: innovating revenue models and client value bundling; deepening client insights and service experience innovation; leveraging digital enablement to enhance business flexibility and customization capabilities; and increasing investment in nurturing specialized wealth management teams. Based on Group C's successful practices across multiple global markets, this research aids the financial industry in adapting to contemporary trends, responding to the evolving service needs of HNW client groups, and paving the way for high-quality development in an ever-changing market landscape. 2024-01-01T00:00:00Z http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/59531 標題: 食品檢驗實驗室自動化策略之探討-以S公司為例; Analysis of Food Inspection & Testing Laboratories’ Automation Technologies: The Case of S-Company 作者: Fang-Cheng Chang; 張芳誠 摘要: 隨著國人對於食的安全意識提升，對於食品衛生的要求亦越趨重視。而政府在近年亦不斷強調食品安全政策，衛生福利部明令要求食品業者進行源頭管理及自主管理並於後市場進行抽樣檢驗。而業者於源頭管理及自主管理主要為委託第三方檢驗實驗室進行檢驗，另在後市場檢驗部分衛生福利部常以標案方式委由第三方代理實施的方式執行。由於檢驗數量龐大且品質要求較高，故各食品檢驗業者在檢驗能力、檢驗容量、檢驗速度及檢驗品質皆被嚴格要求。 在食品產業鏈中，因作業環境所造成微生物污染之問題屢見不鮮，故可預期微生物檢驗將為主要項目之一。食品微生物檢驗流程中，培養基配製所需時間及所耗人力佔整個測試中極重之比例。如何在維持檢驗品質的前提下，縮減人力、精簡檢驗流程將為未來食品檢驗業的新契機。 綜合本研究結果，可得以下結論: 1.政策面 配合政府食品安全政策，在堅守檢驗品質的原則下以自動化設備進行培養基配製。擴大檢驗容量及縮減檢驗時間，以因應未來政府單位可能委託檢驗之標案需求。 S集團為維持持續成長的推力，隨著國家推展工業4.0 (生產力 4.0 )的政策而制定TIC (Testing, Inspection, Certification) 4.0的願景與策略。強化競爭優勢及提供客戶更佳、更迅速的服務。培養基自動化配製即為其中重點項目之一，本研究顯示自動化方式應用於大食品服務中，將可提供解決檢驗瓶頸的有效方案，降低人力的損耗。 2.流程改善面 自動化配製培養基除將原實驗室例行的繁瑣工作交付由設備取代進行外，亦引入中央廚房的概念將各部門所需之培養基集中生產。利用規模經濟將製作成本降低，亦可降低供應商的議價能力。 3.經濟效益面 MPR設立後產生之效益為:增加微生物檢驗營收23.07 %，而對食品服務部總營收則增加 2.81 %。以自動化設備製備培養基來節省人力、降低製作成本、減低供應商議價能力等來增加營收，將可維持並增加S公司之競爭力。 單純提供客戶檢驗服務已無法滿足現今客戶的需求，如何提供客戶total solution已為檢驗業之趨勢。S公司為將自動化設備應用於食品檢驗工作，此經驗將可提供給其他業者參考。; As the people become more aware of the safety of the food they consume, a stronger emphasis has been placed on the requirements for food hygiene. Additionally, as the government has stressed food safety policies in recent years, the Ministry of Health and Welfare has required that the food manufacturing regulate the Source Management and Self-Management, and carry out post-market sampling inspections. The Source Management and Self-Management must commission inspections carried out by a third party laboratory, while post-market inspections will also be conducted by the Ministry of Health and Welfare through a third party agent. Due to the increase in inspection numbers and quality requirements, the same increase in speed, capacity, and quality from the inspection industry is strictly required. In the food industry, it is common for the environment to cause microbial contaminations. Thus, it can be expected that microbiological testing will be one of the major projects. Within the microbiological inspection process, the time required for the preparation of the culture medium along with the manpower requirement account for a large proportion. Streamlining a new inspection process, in which the quality of testing is maintained while manpower is reduced, will be a new opportunity for the future food industry to explore. Based on the results of this study, the following conclusions can be drawn: 1.Policies To cooperate with the government’s food safety policies, automatic preparation of the culture medium under the principle of high quality of inspection is necessary. Both increasing the capacity of inspection and reducing the inspection time are required in response to the large amount of food inspection from government. S Group has developed a vision and strategy for TIC (Testing, Inspection, Certification) 4.0 in order to sustain its continued growth as well as accomplish the national policy of promoting industry 4.0 (productivity 4.0). This will strengthen the competitive advantage and provide clients with better and faster services. The development of medium automation is one of the key projects. This study shows that the application of automation in large food services will provide an effective solution to the bottleneck of testing and reduce the loss of manpower. 2.Process Improvement In order to reach the goal of medium automation, the routine work of medium preparation can be replaced by machines and the manufacture is carried out by the central production center. Using economies of scale will reduce production costs while also reducing the bargaining power of suppliers. 3.Economic Benefits The establishment of MPR has reaped the following benefits: increased revenue in microbiological testing by 23.07% and a total increase in revenue of food services by 2.81%. Increasing the revenue by automating equipment to save manpower, reduce production costs, reduce supplier bargaining power, etc., will maintain and increase the competitiveness of S company Taiwan. Simply providing clients with inspection services has been unable to meet the needs of today's customers, and the ways to provide clients with a total solution has been the trend of inspection industries. S company Taiwan provides automatic equipment for the food inspection, and our experience can be reference for other industrial companies. 2017-01-01T00:00:00Z http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/93449 標題: 飛龍在天-台灣建材點焊鋼線廠商之經營發展策略分析:以大中鋼鐵為例; Operation and development strategy analysis of building material- welded wire reinforcement suppliers in Taiwan.-A Case study of Tah Chung Steel Corp. 作者: 余幸燕; Hsing-Yen Yu 摘要: 鋼鐵產業對於一國之經濟發展佔有重要的地位，除了在國防航空的應用外，其他各產業的應用也相當的多，鋼鐵業若從產業上、中、下游的關連性、生產要素投入，以及市場方面來作觀察，台灣傳統鋼鐵工業具有基礎工業、能源密集產業、內需型產業、高投資低報酬產業等特性。 個案公司在台灣已成立57年，主要以鋼鐵中、下游產品為主，線材、棒線五金線材與點焊鋼線建材為目前事業項目產品。本個案研究之核心產品為點焊鋼線建材，過程以訪談業界人員以及20年以上老員工為初級資料蒐集，產業報告與企業內部系統公開資料等次級資料來分析產業的總體環境與市場概況，同業競爭者、五力分析與產業關鍵因，盤點其核心競爭力與事業組合分析，進而歸納出個案公司未來的產業競爭策略。研究結果顯示，點焊鋼線建材產業未來市場需求量大，成長空間持續穩定成長。由於個案公司為中鋼登錄之中下游公司，在購料成本上優於其他同業，成本領導策略因應而成。傳統鋼筋建材為點焊鋼線建材最大競爭者，然而傳統鋼筋施作因綁紮不確實而造成鐵絲脫落，會導致鋼筋握裹力喪失，在灌漿過程中因施工踩踏而移位、鬆脫，保護層厚度無法精確控制，面對傳統鋼筋建材的競爭，點焊鋼線建材具有高焊接強度，耐震度高，可免去人工綁紮之工時，大幅縮短工時約50%。與傳統鋼筋比較更可提昇其施工品質。開拓推廣點焊鋼線建材在產業差異化市場的市占率，以獲得更高營業利潤。 本個案研究期望透過實證分析所得到的結論，協助經營管理者在領導公司面對產業環境的波動下，發展專注於成本領導與差異化競爭策略，進而在未來市場中站穩腳步，穩定發展。 關鍵字: 點焊鋼線建材、傳統鋼筋、五力分析、競爭策略; The steel industry plays a crucial role in the economic development of a nation, with applications in defense, aviation, and various other sectors. Given the steel industry’s involvement across upstream, midstream, and downstream sectors, along with its reliance on production inputs and market dynamics, Taiwan’s traditional steel industry is characterized as an essential and energy-intensive industry, primarily serving the domestic market. This study focuses on a specific case company, established in Taiwan for 57 years, which primarily deals in midstream and downstream steel products. Its current business items include wire rods, hardware wire, and welded wire reinforcement building materials, with welded wire reinforcement building materials being the core product examined. Data was collected through interviews with industry personnel and employees with over 20 years of experience. Additionally, data was sourced from industry reports and publicly available internal corporate systems to analyze the overall industry environment and market conditions. The analysis involved identifying and examining competitors, applying Porter’s Five Forces framework, and assessing key industry factors. The objective was to determine core competencies and conduct a business portfolio analysis, thereby improving the competitive strategy of the case company. The research results indicate significant growth potential for the demand of welded wire reinforcement building materials in the future market. Since the case company is a downstream entity registered under China Steel Corporation, it benefits from cost advantages relative to competitors, enabling a cost leadership strategy. Traditional rebar building materials are the primary competitors to welded wire reinforcement building materials. However, traditional rebar installation often experiences issues from iron wire detachment due to improper binding, leading to loss of gripping force, displacement, loosening during grouting, and imprecise control over protective layer thickness. In contrast, welded wire reinforcement building materials offer higher welding strength, better seismic resistance, and can reduce labor time by approximately 50% without the need for manual binding, thereby enhancing construction quality. Thus, the company should focus on expanding and promoting the market share of welded wire reinforcement building materials to achieve higher operating profits. This case study aims to assist management in navigating industry fluctuations by focusing on cost leadership and differentiation strategies, ensuring stable development in the market. Keywords: Welded wire reinforcement building materials, Traditional rebar building materials , five forces analysis, competitive strategy. 2024-01-01T00:00:00Z