巨大集團之商業模式創新與策略布局

Giant Group’s Business Model Innovation and Corporate Strategy

張睿文(Jui-Wen Chang)

指導教授 ： 郭瑞祥

國立臺灣大學/管理學院/商學研究所/碩士(2022年)

https://doi.org/10.6342/NTU202201467

摘要

臺灣代工產業在過去有許多為臺灣經濟創造了高成長與高獲利的案例。然而，隨著外部環境持續變遷，透過代工獲利的營運模式存在一定的經營風險，容易落入低毛利、削價競爭的危機。而巨大集團同樣雖曾經歷相同危機，但其透過獨到的經營策略，跳脫了低毛利的代工困境，轉型成為全球第一的自行車成車廠及創造世界知名的Giant品牌。本文將以個案研究之方式深入探討巨大集團之企業發展與經營策略轉變，並分析其如何透過商業模式創新以因應外部環境之變遷。最後根據巨大集團各發展階段的關鍵經營策略與作法，歸納出其得以提供消費者卓越價值與維持產業龍頭地位且穩定成長的關鍵因素。
本文首先透過五力分析了解自行車產業之結構演變與競爭狀況，再透過初級資料與次級資料之蒐集，歸納出巨大集團發展之四階段。接著再透過商業模式四要素分析巨大集團在不同階段的經營策略與商業模式創新。並透過分析巨大集團對於價值鏈垂直整合之關鍵做法，歸納出其帶給集團本身與消費者之價值。最後根據其所面臨的未來發展與挑戰，給予未來集團經營之建議。
經過本研究分析，歸納巨大集團透過生產、研發、行銷、服務之價值鏈活動交互作用，持續創造差異化價值，並且透過與競爭者與供應鏈夥伴創造產業共榮而跳脫紅海競爭，使其得以創造卓越品牌價值。而巨大集團亦透過專注以自行車產業為核心，持續累積核心能力，並且不受限於現有營運範疇，持續擴大產業疆域，再透過勇於創新的精神提早布局第二曲線，使其得以維持領導地位並鞏固成長動能。
而在近期，巨大集團也面臨總體環境動盪、產業競爭與內部營運管理之挑戰。本研究建議其面對產業競爭可透過策略聯盟強化集團自行車生態系，與臺灣科技廠商創造互補優勢。而面對消費市場之改變，巨大集團可建立與消費者雙向互動之社群，並提升線上通路之品質以創造通路綜效。本研究亦建議其可與各國政府合作推動ESG相關政策，思考新商業模式之潛能。

關鍵字

巨大集團 ； 自行車 ； 產業分析 ； 商業模式 ； 經營策略 ； 價值鏈

並列摘要

In the past, Taiwan's Original Equipment Manufacturer (hereinafter called ‘OEM’) industry had many cases that created high growth and high profits for Taiwan's economy. However, with the changes in the external environment, the business model of making profits through OEM began to have certain operating risks, and it was easy to fall into the crisis of low gross margin and price war. Although Giant Group had also experienced the same crisis, it had successfully escaped from the low-margin OEM dilemma through its unique business strategy. Now, it has become the world's largest bicycle manufacturer and has created a world-renowned Giant brand. This thesis firstly uses Case Study technique to deeply explore the corporate development and business strategy changes in Giant Group, then secondly analyzes how Giant Group responded to changes in the external environment through business model innovation. Last but not the least, according to the key business strategies and practices of each development stage of Giant Group, this thesis summarizes the key factors that Giant Group can provide consumers with excellent value and maintain its leading position in the industry and grow steadily.
This thesis firstly uses Porter’s five forces analysis to understand the structural evolution and competition of the bicycle industry. The four stages of the development of Giant Group are summaried through the collection of primary and secondary data. Then, four elements of business model are used to analyze the business strategy and business model innovation of Giant Group at different stages. Third, this thesis analyzes the key practices of Giant Group for vertical integration of the value chain, summarizing the value Giant Group had brought to the group itself and consumers. Finally, this thesis gave Giant Group some suggestion according to the future challenges Giant Group faces.
After research and analysis, conclusion can be made that Giant Group create excellent brand value by continuously creating differentiated value through the interaction of its value chain activities. Moreover, Giant Group had escaped the competition in the red ocean and create excellent brand value by creating co-prosperity with competitors and supply chain partners. The key factors that Giant Group can maintain its leadership position and keep growing are as below. First, accumulating core capabilities by focusing on the bicycle industry. Second, not limiting to the existing scope of operation, and then continuing to expand its industrial territory. Third, developing the Second Curve in advance with the spirit of innovation.
In the recent past, the Giant Group had also faced the challenges of macroenvironment instability, industrial competition and internal operation management. This thesis suggests that in the face of industrial competition, the Giant Group can strengthen its bicycle ecosystem through strategic alliances and create complementary advantages with Taiwanese technology manufacturers. And in the face of changes in the consumer market, this thesis suggests that Giant Group can build a community of two-way interaction with consumers, and improve the quality of online channels to create channel synergies. The thesis also suggests that the Giant Group can cooperate with governments to promote ESG policies and explore the potential of new business models.

並列關鍵字

Giant Group ； Bike ； Industry Analysis ； Business Model ； Corporate Strategy ； Value Chain

參考文獻

英文文獻

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