服務主導邏輯下勝新空調的商業模式轉型研究

Abstract

中小型企業是臺灣地區經濟發展的原動力，特別是以B2B型為主要業態的科技零元件或供應商是臺灣地區中小型企業的重要組成部分。隨著改革開放的發展，許多台商紛紛到大陸設廠經營。因B2B型企業多數位於價值鏈上游，所以傳統上常被認為輸出產品給位於價值鏈下游企業的供應商。但這樣的經營方式在近些年遇到了挑戰。面對增長的服務需求，不少B2B企業發展處以服務主導邏輯為基礎的新型商業模式，本文的目標是透過對勝新公司的案例分析，研究並比較在其發展歷程中，以產品主導邏輯和服務主導邏輯為依託而產生的的不同商業模式（使用商業模式九宮格分析架構），並提出針對從生產導向到服務導向轉型的關鍵活動與能力累積。 本研究首先對商用空調產業做了整體型的概覽，目標案例公司介紹，並對主要的競爭廠商之間的市場定位進行了分析。基於案例和產業分析，本文分析探討了勝新空調在進行服務主導邏輯下的商業模式轉型的整個過程，從對目標的確立、生產經營能力轉型調整、行銷與戰略規劃轉型進行詳細的討論，並提出服務型生產企業所需要的重要投資方向和資源投入方向。 本研究發現，由生產型向服務型生產企業的轉型需要整個商業模式各個方面進行統一有規劃的調整，特別是在提升顧客滿意度方面進行的具體投資，以及規劃能夠支援整個製造與服務邏輯相結合的商業模式轉型所必須重要關鍵活動。最後，本文同時對服務型B2B中小型企業的轉型過程納入分析，並提出支援新興市場的B2B供應鏈市場商業模式所必需的重要資源和能力。本篇研究的最後討論了理論和實務上的指導意涵。

SMEs are the driving force behind the economic development in the Taiwan region. In particular, the B2B-based technology component or supplier is an important partof SMEs in the Taiwan region. With the development of reform and opening up, many Taiwanese businesses have set up factories in the mainland China. Because most B2B companies are located upstream of the value chain, they are traditionally considered to export products to suppliers located downstream of the value chain. However, this type of management has encountered challenges in recent years. In the face of growing demand for services, many B2B companies develop a new business model based on service-driven logic. The goal of this paper is to study and compare the product-led logic in the business model transformation process through the case study of Shengxin Corporation. Based on service-dominant logic, this study investigates the emergence of new business models (using the business model nine-grid analysis framework) and how key activities and capabilities for transition are accumulated. Firstly, this study made an overall overview of the commercial air-conditioning industry, introduced the target case companies, and analyzed the market positioning among major competitors. Based on case studies and industry analysis, this paper analyzes and discusses the entire process of the transformation of business model under the service-oriented logic of Shengxin Air Conditioning Co., Ltd.. Also, this paper discusses the establishment of goals, transformation of production and management capabilities, and transformation of marketing and strategic planningin detail. This study finds that the transition from a production-oriented to a service-oriented manufacturing enterprise requires unified and planned adjustments in all aspects of the entire business model, in particular, specific investments in improving customer satisfaction, and planning can support the entire manufacturing and service logic. The combination of business model transformation must be an important key activity.Finally, this paper also analyzes the transition process of the service-oriented B2B small and medium-sized enterprises and puts forward the important resources and capabilities necessary to support the business model of the B2B supply chain market in emerging markets. At the end of this study, the theoretical and practical guiding implications were discussed.