上市無塵室統包工程公司 轉型策略之研究

Abstract

本研究以台灣上市無塵室統包工程公司T公司為個案，探討長期從事無塵室統包工程的公司，在電子業不再大幅成長，建廠案件逐年遞減的情況下，如何透過一連串的活動組合，建構出適宜自身條件的轉型策略。整體轉型策略的擬定會著重在互補性與可執行性，互補性是指不同活動之間如何互相強化，有效整合。可執行性指策略的擬定除了研議發展方向，也會進一步提出執行面的作法，讓策略能被落實，而非理論上的概念。 研究顯示，國內上市建設公司財務穩健，多數淨獲利可達二成以上，就培養長期客戶的角度而言，建設公司無論景氣榮枯都需固定推案以維持公司營收，因此比公共工程與科技廠房建案，更適合做為個案公司轉型發展的主力市場。此外，台北市有近六成的建物屋齡在三十年以上，在土地不易取得的情況下，都更案件具有提升安全與大幅改善居住品質的優點，是未來的重要趨勢，應盡早佈局。在建物維護管理業務方面，強調安全、節能與舒適等功能的智慧建築，已逐漸成為新建築的主流，但國內尚無具規模且技術能力足以整合各類機電設施的大型維護管理公司，本個案建議以豪宅、商辦大樓、超高層建築及科技廠房等四類高價值建築物為標的物，藉由多元且創新的服務內容創造競爭上的差異化，並致力成為國內第一品牌的建築機電服務業者。 在具體的做法方面，工程業務可透過規模經濟採購、價值工程提案、跳脫經銷商、入股協力包商、完善規劃與e化作業等活動，搭配組織的重整，在成本與品質兩方面建構出在新市場的競爭優勢。維護管理業務可藉由證照的取得、與設備商結盟、建立儀器設備優勢、成立節能技術中心、建構遠端監控平台等活動創造差異化，並與工程業務在財務面、技術面、服務面與業務承攬面形成互補優勢。最後整體策略會使用策略鑽石模型進行分析歸納，以檢視其完整性。

In Taiwan, the electronics industry no longer grows sharply and the number of new factory construction cases has gradually decreased. Therefore, this paper uses T Company, a listed clean room turnkey construction company in Taiwan, as case study to explore how the companies specialize in clean room turnkey construction adopt a series of activities to develop transition strategies that are suitable for their own conditions. The protocol of the overall transition strategy focuses on complementarity and enforceability. Complementarity means how to intensify and effectively integrate different activities; enforceability means that besides planning the development direction, actual practices are proposed to realize the strategies. The results showed that most listed construction companies with financial soundness in Taiwan can reach net profit of over 20%. To develop long-term customers, the construction companies need to develop new projects regularly to maintain the revenues of the companies regardless of the business cycles. Thus, compared to the new construction projects of public works and the technological plants, residential and commercial buildings are more suitable as future business focus for T company. In addition, 60% of the buildings in Taipei City are aged more than 30 years ago, thus, urban renewal cases have advantages in safety promotion and quick improvement of housing quality. Hence, urban renewal is the future trend, and T company should consider entering this market at an early stage. In the aspect of building maintenance and management, the intelligent buildings emphasizing safety, energy conservation and comfort have gradually become the mainstream of new buildings. However, in Taiwan, there is no large maintenance and management company with the sufficient scale and the technical capacity to integrate carious electromechanical facilities. It is suggested that T company should focus on four types of buildings, namely, high-end buildings, commercial buildings, super high-rise buildings and technological plants, and provide diverse and innovation services to create service differentiation. It has potential to become the leading electromechanical service company in Taiwan. In terms of specific practices, the following suggestions are proposed: 1) engineering: procurement based on economy of scale, value engineering proposals, avoid using distributors, form alliance with suppliers, improve planning, and IT works, organizational restructuring, and create the competitive advantages of cost and quality in the new market; 2) maintenance and management: acquire licenses and certificates, form alliance with equipment suppliers, create advantages in instruments and equipment, establish the energy-saving technology center, and construct the remote monitoring platform, so as to create differentiation; 3) collaborate with the financial, technical , services, and sales departments to create more competitive advantages. Finally, the overall strategy can be analyzed and summarized with strategy diamond model to verify its integrity.