企業價值創造模式之研究：以個人電腦產業為例

Abstract

企業存在的目的就是創造企業最大「價值」。價值源自企業與顧客的利益交換。此「利益」涵蓋了企業行銷的產品或服務對顧客的好處、企業營運產生的利潤、因顧客信賴所創造的品牌價值、企業在產業中的影響力、及取之於社會和回饋給社會的責任等。此「利益」也取決於企業所在產業發展的不同時期、企業本身的資源分配、產品及市場策略的運用、核心競爭力的發揮等。 企業透過分析市場、科技及產業資訊，找到有利於企業的顧客需求；此需求吸引企業經由研發、設計、製造、行銷及儲運等作業提出解決方案，來實現顧客需要的產品或服務，並與顧客交換利益後，變成利潤；要讓此利潤最大化，企業需要將其作業最佳化；利潤誘使市場競爭，企業要在激烈競爭中勝出，就需要不斷的創新及差異化其產品及服務，以維持其獲利及成長；另一方面，科技演進使市場需求變化，企業要能將所得的利益與顧客分享，使顧客持續消費買單，創造下一波的需求，企業也才能源源不斷的獲利，成就企業價值創造。 在價值創造的研究中，許多討論多聚焦於企業的作業流程創新及競爭策略，卻很少提及「價值」在企業與顧客間轉換的過程及其重要性。 本研究所提出的NSODB模式，強調企業應以綜觀的角度，將「價值」在經營管理的流程中所扮演的角色，重新檢討，並與時俱進的將其融入價值網中。本研究以PC產業為例，運用一些文獻研究、市場觀察、整理產業相關的資訊，再佐以PC產品近三十年的發展，提出企業價值創造的架構，並推演出其具有循環的特性，使企業在價值創造上，有一個依循的模式。 本研究提出的價值創造模式中的五個步驟: 1) 探索市場需求(Needs) 2) 提出解決方案(Solutions) 3) 產生最佳化(Optimization) 4) 創新與差異化(Differentiation) 5) 與顧客分享利益(Benefits) 給PC企業的兩項建議: 1) 製造業能利用關鍵成功要素，產生有差異的最佳化，提升競爭優勢。 2) 品牌業能不斷創新及差異化產品及服務，軟硬兼施，迎向PC的轉型及雲端的應用。

Maximising value is the main purpose of an enterprise. Value derives from the benefits developed while enterprises doing business with customers. The “benefits” can be either the wellbeings of customers gaining from the products or the services, or the profits generated by business operations, or the enterprise influence in the industry, or the responsibility of taken from and given back to the society. This 'benefit' also depends on the different stages of industrial development, resource allocation, product and market strategies, and core competitiveness which the enterprise applies. Considering the life cycle of a product, enterprises find the customer demands via analyzing market and industry information and studying technology trend. The demands switch to benefits which attract enterprise to deploy solutions through its operations. To maximize benefits, enterprise has to makes the operation optimization. The benefits also induce market competition. To win the competition and keep growth, enterprise constently makes innovation and differentiation of its products and services. On the other hand, technologies change market demands. Enterprise must be able to share its benefits with customers, so that customers pay for sustainable consumption and create the next wave of demands. In this circulation, enterprise achieves value creation. In the study of value creation, much of the discussion focused on enterprise processes of innovation and competitive strategy, is rarely mentioned 'value' exchanged between the enterprise and the customer and its importance. Our proposed NSODB model, emphasizing the perspective of enterprise should be looking at the 'value' of the process in business management roles, re-reviewed the 'value', and advancing into the value net. This study takes PC industry as an example of value creation model and its circulation by using a lot of literatures, researches and market observations, showing information of PC products evolution in the past three decades. The aim of this thesis is to address a framework for enterprise doing value creation process.