高科技製造業發展服務事業之個案研究

Abstract

在科技及技術不斷精進與創新的環境下，高科技製造業面臨重大衝擊，一方面要在既有的技術領先地位上持續取得競爭優勢，另一方面則要因應快速變遷的市場需求，從客戶觀點著手，進行有價值的差異化，解決客戶的痛點，並為客戶帶來更佳的用戶體驗與效益，以取得最大獲利能力。因此，如何在既有的競爭優勢下，透過思維改變、營運方向與經營策略的調整，從以往以「產品」為中心的產品價值探討，轉變為以「客戶」為中心的服務價值探討，並發展高知識含量的服務事業模式是一個重要議題。高科技製造業追求新領域與提供更加值的應用服務過程中，需要有策略性的佈局及系統性的規劃以能因應組織轉型中面臨的各種重大決策與挑戰，尤其是轉型服務化，更需要從單一技術創新走向跨技術整合、甚至是跨產業領域的聯盟。 本研究是以個案公司實際規劃及發展服務生意的過程為研究方向，探討在發展服務事業過程中，軟、硬體整合人才的培養規劃、新事業發展策略規劃以及個案公司在選擇策略聯盟夥伴與角色扮演。 研究結果發現，個案公司發展服務事業過程中，其人才培養與招聘規劃是透過產、官、學、研四界研發專案推動，挖掘優秀人才為目標，以多樣化管道與平台招聘高階優秀人才成立研究開發部門，並透過體驗學習法，以建立學習型組織。 新事業發展規劃的佈局為(一)戰略目標重新訂定(二)建立新的領導團隊(三)尋求策略聯盟夥伴(四)內部與外部人才培養(五)員工參與創新計畫(六)創新技術教育訓練(七)提升客製化產品與服務能力，並聚焦於具成長潛力及高獲利的影像識別、光影系統整合與專業個性化分析服務三大核心領域。個案公司之策略聯盟夥伴，則以資源互補性與組織相容性為主要篩選標準，透過創造彼此信任的默契環境及共生、共榮、互惠的win-win strategy，以發展出更具競爭力與差異化的產品與應用服務。 經由個案公司轉型過程的資料分析與高階管理者的訪談整理，歸納出服務發展的規劃與實質作法，以作為相關產業升級或服務發展的參考。

Taiwan high-tech companies are facing serious challenges in the innovative environment. On one hand, the high-tech companies have to maintain their competitive advantages in the industries; on the other hand, they have to respond to the fast-changing market needs. High-tech companies need to differentiate themselves, brings values to customers in order to maximize their profitability. Hence, it is important for high-tech companies to adjust their management strategies from focusing on ‘products’ to ‘customers’, and to develop knowledge-based service business model. In doing so, a strategic and systematic plan is necessary for the high-tech companies to expand their business scope from single-technology based innovation to multi-technology integration and cross-industry alliance. This research adopts the case study approach to study the actual planning and business development stages of a Taiwan-based high-tech company, during their expansion from product business to service business. This research explores the human resource development, new business strategic planning and strategic alliance during the process of service business development. The results show that this high-tech company adopts multi-channel approach in talent recruitment, while applying learning organization to allow experience learning for the new recruited talents. The new business development plan of the case includes (1) new vision、strategic and objectives (2) build new organization team (3) establish strategic alliance (4) internal and external talent development (5) empower and involve employees in innovation plan (6) provide training for innovative technology (7) empower customized product and service capabilities. This high-tech company focuses on 3 lucrative core areas: on image recognition, image blending and projection mapping and digital signage management platform with camera image recognition technique combining big-data analysis in the Cloud. Their strategic alliance partners were selected based on resource complementarity and organization compatibility. The strategic alliance was established to create mutual trust and win-win strategy, for the objectives to develop more competitive and differentiated products and application services. This research concludes the service development plan of a high-tech company by the analysis of the company’s data during the transition period and interview with the top management, with the aim to provide recommendations for relevant industry upgrade or service developments.