台灣傳統營建公司轉型策略之探索性研究

Abstract

營建業包含建築設施生命週期中所有的相關產業，主要包括營造業、建築開發業、不動產行業、工程技術諮詢顧問等，是世界上最大的產業之一。 台灣的營建產業可區分為公共工程與私人工程兩種不同特性的市場範疇，從營建產業價值鏈來看，價值鏈上價值活動的附加價值分布已隨著產業環境的變遷而改變，傳統營造施工價值活動的附加價值已降低，傳統營建企業面臨挑戰，必須尋求轉型，往價值鏈上較高附加價值的活動移動。 針對此一轉型需求，本研究以臺灣一家傳統營建公司為個案，進行轉型需求、轉型策略方向與後續組織變革的探索性研究，期能一方面有效運用策略分析工具於轉型策略上，另一方面提供其他傳統營造公司轉型之參考。 為達此目的，本研究首先檢視策略與動態競爭、商業模式、轉型理論等文獻的內涵，其次，針對臺灣營建產業的現況，進行產業結構與需求趨勢的分析，接著針對所選取的個案公司，進行跨時的深度檢視，以解析其成長發展的基礎、轉型需要與策略選擇空間。 根據以上的分析，本研究為個案公司提出兩個轉型策略：策略A為附加價值擴張策略、策略B為施工價值服務提昇策略。接著，本研究根據策略鑽石模型的邏輯導引，並考量個案公司的現況，建議個案公司採取由B策略逐步走向A策略的轉型路線，並據此對個案公司需配合的組織變革，提出探索性的規劃建議，期能落實轉型的效果。

The building industry, one of the largest industries in the world, includes all sectors involved in the activities pertaining to a building life cycle, namely construction, property development, real estate, engineering services and consultation. The market for building industry in Taiwan can be divided into two distinct segments, public sector work and private sector work. Regardless of the segment difference, the distribution of added values along different stages of the industry value chain has drastically changed during recent years. A typical construction company with traditional business practices has to change its existing, low value-added position toward an area of higher value creation. However, such transformation would require the company to assume strong commitment for change: from strategy, organization to people. To tackle such a complex issue, the present study undertakes an exploratory approach based on a case study on FC company, an established traditional construction company in Taiwan. Various strategy analysis tools are applied to help formulate suggestions for strategy. Specifically, competitive dynamics framework and diamond model of strategy are adopted in this study. First, the industry structure was crystalized in order to capture the environmental trend. Then, an indepth review was made on the case company regarding the trajectory of company growth and limitation to future growth. Guided by the diamond model of strategy, two distinctive strategies were suggested to the case company, namely A-strategy and B-strategy. A-strategy aims at expanding value added activities along the industry value chain, while B-strategy focuses on enhancing the service value of construction. By considering the constraint of the case company, final recommendations was made for a staging approach by taking B-strategy first and gradually move toward A-strategy. With this mixed strategy, a blueprint is further outlined for organizational change which could ensure the success of transformation.