磁磚產業經銷商商業模式之研究：以樺益企業為例

台灣的磁磚產業儼然已是一個高度競爭的市場，除本土同業競爭外，還須面對包括義大利、西班牙等先進國家以及東南亞、大陸等低價產品衝擊。再者，磁磚產業受到建築業景氣影響，也同時受到國內外環境變遷的衝擊，如何找出有效回應環境改變下的商業模式，已成為磁磚相關產業的重要課題。本研究以冠軍磁磚中區最大經銷商樺益企業為研究對象，運用Osterwalder and Pigneur(2010)所提出的商業模式九元素與商業環境進行分析，以個案研究與深度訪談建立樺益企業之商業模式，藉由SWOT分析商業模式提出能回應環境之策略建議。研究結果顯示：樺益企業以包括建材行、建設與營造公司、建築設計師為目標客群，並以「品質與品牌」與「完整的服務」為價值主張；主要通路為240家的建材行、產品展示館建材展；透過業務人員服務、顧客資訊系統、保固服務維持顧客關係；成本結構則包括人事、展示館、物流等費用；收益流主要來自磁磚銷售營收，當中來自建設公司與營造商約60%，建材行約40%；執行關鍵活動包括，業務拓展、物流配送、展場、新品發表會等；關鍵資源包含人脈關係資源、物流配送資源等，關鍵合作夥伴包括磁磚供應商、公會、同業、磁磚加工廠、貨運公司等。藉由經營環境分析與SWOT分析後，本研究提出建議與5項策略。

關鍵字

商業模式；冠軍磁磚；經銷商；樺益企業

並列摘要

Taiwan's ceramic tile industry has already considered as a highly competitive market. In addition to local competition, it also has encountered both impacts from Italy and Spain in advanced countries and southeast Asia and Mainland China for low-priced products. Moreover, the ceramic tile industry is affected by the boom cycle of the construction industry as well as the environmental changes at home and abroad. As a result, how to sketch business models that respond effectively to environmental changes has become an important issue in ceramic-related industries. The objective of the study is Huayi Enterprise as main distributor of Champion Tiles. The analysis of study conducts business model and business environmental analysis proposed by Osterwalder and Pigneur in 2010. Throughout case study and in-dept interview, the study establishes business model of Huayi Enterprise and proposes strategic recommendations to respond to the business environments by SWOT analysis. The research findings indicate that Huayi Enterprise has to aim at building materials stores, construction companies, builders and architects as its main Customer Segments, to take “Quality and Brand” and “Comprehensive Service” as its Value Proposition, to put numbers of 240 building materials stores, product exhibition hall and construction fair as its main Channels, to maintain Customer Relationship through sales personnel service, customer information system, warranty service, to include personnel, exhibition hall, logistics and other expenses in its Cost Structure, to make its Revenue Streams from tile sales, which 60% comes from construction companies and builders and 40% from building materials stores, to make business, logistics, exhibitions, new product presentations as Key Activities, to include personal networking and logistics as its Key Resources, and to develop the relationships of tile suppliers, guilds, peers, processing plants, and freight companies as its Key Partnerships. After the analysis of business environment and SWOT, recommendations and 5 strategies are made accordingly.