K 公司的商業模式探討

K 公司為一中小企業，在過去 30 年以代工模式作為主要商業模式茁壯發展。隨著科技發展與創新與消費型態的改變，K 公司代工客戶的營收受到衝擊的同時也使 K 公司的營收也受到巨大影響。原有的代工模式向來以降低成本(Cost Down)為優先，也因此有著逐水草而居的特性，隨著原區域人工與土地成本的上漲，轉往勞動成本與土地成本相對低廉的地區。然而在此巨變時代，中小企業不若大型企業有雄厚資本與資源，若依循過去的成功的代工模式，再次投入新的資本，很可能面對回收期長或是難以回收的困境。因此 K 公司冀望藉此研究探討如何修正商業模式以及探討新商業模式的可行方案。本研究主要目的為: 1)瞭解商業模式相關議題與架構 2) 分析與探討 K 公司所在產業的宏觀環境與內部資源 3) 深入探討 K 公司的新商業模式架構與可行方案本研究採用個案研究法，利用文獻調查以及相關商業模式瞭解商業模式架構。並藉由國內外研究報告與媒體，搜集個案所在產業相關資訊，用以分析宏觀與產業環境的改變可能帶給 K 公司的影響，並藉由 SWOT 分析與五力分析 K 公司的競爭優勢。接著以 Alexander Osterwalder(2010)之商業模式概念作為新商業模式設計的主要工具。架構包含價值主張，目標顧客，配銷管道，客戶關係，管道，關鍵活動，關鍵合作夥伴以及關鍵資源等九大要素。依據研究結果，K 公司未來的商業模式將從代工為主的商業模式轉變成自主品牌與代工並行的模式，同時針對不同市場區隔設計商業模式。但為了順利運行，企業內外部資源也必須有相對應的改變，因此最後針對組織內部資源整合與外部資源合作兩大方向提出改善與建議。

關鍵字

商業模式； OEM 代工；汽車零配件；製造業；自主品牌

並列摘要

Company K is a small and mid-size company in auto spare part industry. In past 30 years, company K’s growth has been benefited from its OEM/ODM business model. However, the technology development and consumer behavior change have impacted company K’s OEM/ODM customers as well as company K. The original OEM/ODM business model creates value to customer in terms of cost reduction. Hence, OEM/ODM company tend to move to area with lower manufacturing cost and labor cost. However, in the era of great change, such movement may bring little returns or even no investment return. To solve the dilemma, company K wish to take this case study opportunity to find new business model and its operation plan. The purpose of the study is to 1) Understand the business model concept and its framework 2) Analyze the external environment and internal resources of company K 3) Discuss company K’s new business model and operation plan. This thesis uses case study method. Information is gathered through literature review and business model study. Company K’s industry related information is gathered through media and research papers to analyze and understand the impact on company K from the changes of its macro and industry environment. Furthermore, SWOT analysis and Porter five forces analysis is conducted to analysis Company K’s advantages. Alexander Osterwalder’s business model (2010) ontology is used as tool for new business model design. The framework includes value proposition, customer segments, customer relationships, channels, cost structure, revenue streams, key activities, key resources and partner network. The study suggests company K to change business model from ODM/OEM focus business model to OBM and OEM dual model and have different business model for different market segments. In order to make the change successful, company K must have corresponding changes in organization and resource allocation. Hence, the study also provides suggestions and improvement plan on internal organization as well as external resources corporation.