機電空調產業創新營運模式之個案研究

Abstract

次貸風暴所引起的金融危機，導致消費市場及製造業釋出工程量驟減，加上同業價格競爭，機電空調產業面臨的已不是微利化而是企業生存的問題。另一方面，台灣現有之空調系統普遍存在10~30％之節能改善空間，隨著能源價格的日日高漲，節能改善的需要也日趨迫切。有鑑於此，機電空調產業廠商必須尋求創新經營的作法，方能有效地回應市場需求，同時透過創造新的價值曲線，達到事業成長的目標。本研究針對一家中小型機電空調工程公司所擬建構的創新經營模式，為個案研究與分析的基礎，期能提供發展創業與事業成長的策略參考。 個案公司的策略創新主要在轉化原有以施工收費為基礎的經營模式(fee-base model)，變成以資產投資為基礎的經營模式(asset-base model)，亦即針對特定業主提供從設計、施工、節能管理、到維修的整合性服務，並以設備租賃方式轉換成長期穩定的現金收入。本研究針對此一策略，分別從價值主張、顧客關係、夥伴關係、營收與成本結構等構面，分析其資源佈局與配套條件。運用此一分析邏輯，本研究發現個案公司可透過此一創新模式，不僅可進一步強化其既有機電空調的技術，更可發展資產管理、供應鏈整合服務的能耐，從而形成產業競爭新的進入障礙。 基於營運模式的需要，本研究亦發現個案公司若欲成功建構此一創新經營模式，必須建立完善之財務規劃，並同時擴大垂直整合的範圍，以及與重要夥伴建立策略聯盟關係，方能實現較高的附加價值，而在此一過程，企業轉型與新能耐的建構，當屬成敗的關鍵。整體而言，本研究建議機電空調廠商應積極採取創新思維，強化其獲利能力，方能在產業中保有永續競爭力，從而促進整體產業升級。

Before the coming of financial crisis, the profit erosion in the industrial air-conditioning industry due to intensive competition has been very significant, which makes the whole industry getting unattractive. On the other hand, there are significant energy saving opportunities in the air conditioning system in Taiwan which ranges from 10 to 30%. Along with the rise of energy price, the urgency and importance of energy saving become higher than ever before. All these environmental challenges suggest imperative for strategic change. The purpose of this research is to conduct an in-depth case-based analysis on the content and extent of strategic innovation that an industrial air-conditioning company can achieve, upon which lesson our recommendations to the industry development and business growth will be based. The strategic innovation undertaken by the case company is to transform the existing business from a fee-base model to an asset-base model. The main business logic of an asset-base model is to provide a set of integrated services from design, engineering energy saving consultancy, asset management, and maintenance. By analyzing elements of a business model, which include value proposition, customer management, partner relationship, revenue and cost structure, we highlight the extent of resource configuration and complementary assets required for implementing a successful business model. Once implemented, such strategic changes would lead the company not only to enhance the existing technical competence but also to build a new set of asset management competence which would become a new source of entry barrier. To be successful, the case company is suggested to initiate change management so that the required competencies can be leveraged and built. Specifically, the case company shall establish financial management infrastructure, expand vertical scope, and engage strategic partnerships. By doing so, a higher level of value creation can be realized. The lessons from the case study can be extended to the transformation of such a traditional industry for their pursuit of sustainable growth. Implications to industry development and strategic business growth are also discussed