建設產業經營策略之研究-以B公司為例

Abstract

台灣建設產業具有資本密集、技術密集和勞動密集的特徵，並受經濟週期影響顯著。企業需具備靈活應對市場變化的能力，特別是在眾多市場競爭者中，如何憑藉自身優勢，突破現有框架，創造第二曲線，擴大市場佔有率及獲利目標，成為所有企業最大的挑戰。 本研究針對台灣建設產業的經營策略進行深入探討，以B公司為案例，分析其在健康建築、最高安全標準、智慧建築、減碳及可持續性建築方面的實踐與策略制定。運用PEST分析、波特五力模型、價值鏈分析、VRIO模型和SWOT分析，系統性揭示B公司的競爭優勢與挑戰，並提出具體的經營策略為加強技術壁壘、降低成本策略、利用技術壁壘建立新商業模式，並加強市場教育和宣傳，提升市場對健康建築的認知度。這些策略使B公司在市場競爭中保持領先地位，並實現企業的可持續發展。 通過SWOT矩陣分析，全面總結了B公司的競爭優勢與挑戰，並提出具體的經營策略。不僅有助於B公司在競爭激烈的市場中取得成功，還能提高其品牌聲譽和市場競爭力，增強企業的可持續發展能力。特別是120年建築物全生命週期管理策略，強調建築物在整個生命週期中的品質和可持續性，獲得供應商及買方認同，對於提升B公司的經濟規模和社會效益具有重要意義。

The construction industry in Taiwan is characterized by being capital-intensive, technology-intensive, and labor-intensive, significantly influenced by economic cycles. Enterprises must possess the flexibility to respond to market changes, especially in a competitive market environment. Leveraging their own advantages to break through existing frameworks, create a second curve, and expand market share and profit goals is the greatest challenge for all enterprises. This study conducts an in-depth exploration of business strategies in Taiwan's construction industry, using Company B as a case study. It analyzes their practices and strategy formulation in healthy building, top safety standards, smart building, carbon reduction, and sustainable building. By employing PEST analysis, Porter’s Five Forces model, value chain analysis, VRIO model, and SWOT analysis, the study systematically reveals Company B’s competitive advantages and challenges. Specific business strategies proposed include strengthening technological barriers, cost reduction strategies, creating new business models utilizing technological barriers, and enhancing market education and promotion to raise awareness of healthy building. These strategies enable Company B to maintain a leading position in market competition and achieve sustainable development. Through SWOT matrix analysis, the competitive advantages and challenges of Company B are comprehensively summarized, and specific business strategies are proposed. These strategies not only help Company B succeed in a highly competitive market but also enhance its brand reputation and market competitiveness, thereby strengthening the company’s sustainable development capability. Particularly, the 120-year building lifecycle management strategy emphasizes the quality and sustainability of buildings throughout their lifecycle, gaining recognition from suppliers and buyers. This is significant in enhancing Company B's economic scale and social benefits.