傳統製造企業向新零售轉型的路徑研究 ─以古川企業為例

Abstract

隨著消費升級、管道重構與數位技術演進，傳統製造企業面臨日益嚴峻的增長瓶頸與結構性挑戰。尤其是中型製造企業，在訂單驅動模式受限、行業競爭加劇的背景下，亟需探索“從製造走向使用者”的新增長路徑。 本研究以古川企業為案例，深入剖析其從B端導向型組織轉向C端使用者導向型新零售模式的全過程，構建了“試水－標準－複製－反哺”四階段戰略路徑模型，系統提煉出能力構建邏輯、組織適配機制與文化支撐要素。 研究表明，製造企業能夠通過內容能力、社群能力及閘店能力的協同，實現面向用戶的閉環運營；同時，戰略節奏控制、組織機制重塑與創始人推動力是保障轉型持續推進的關鍵因素。本研究在理論層面豐富了製造企業數位化與使用者化轉型路徑的研究，在實踐層面為中型製造企業構建“製造+運營”融合體系提供了可借鑒的方法指導與結構範式。

With the ongoing trends of consumption upgrading, channel restructuring, and advancements in digital technology, traditional manufacturing enterprises are facing increasingly severe growth bottlenecks and structural challenges. In particular, mid-sized manufacturers, constrained by the limitations of an order-driven model and intensifying industry competition, urgently need to explore new growth pathways that shift “from manufacturing to user orientation.” Using Guchuan Corporation as a case study, this research provides an in-depth analysis of the company’s full transformation process from a B-end–oriented organization to a C-end, user-driven new retail model. It develops a four-stage strategic path model－Pilot, Standardization, Replication, and Empowered Return－and systematically distills the logic of capability building, mechanisms of organizational adaptation, and cultural support factors. The findings indicate that manufacturing enterprises can achieve a closed-loop, user-oriented operation system through the coordinated development of content, community, and store capabilities. Moreover, effective strategic pacing, organizational mechanism restructuring, and founder leadership are identified as key factors for sustaining transformation momentum. The study enriches the theoretical discourse on digital and user-oriented transformation paths for manufacturing enterprises, while offering practical guidance and a structural paradigm for mid-sized manufacturers seeking to build an integrated “manufacturing + operation” model.