以即創視角探討A集團居家業務轉型戰略

Exploring the transformation strategy of House Furnishing Company A from the Perspective of Improvisation

黃振興(Cheng-Hsin Huang)

指導教授 ： 謝明慧

國立臺灣大學/管理學院/臺大－復旦EMBA境外專班/碩士(2017年)

https://doi.org/10.6342/NTU201701093

摘要

傳統優勢產業所面臨外在環境與內在資源不停變動的種種因素，於創新驅動發展的方式轉型到了較勁的非常時期，全球傳統產業都面臨轉型的壓力，也急於尋找新的商業模式；假設調整或轉型出現了偏差，可能陷入下一個長達十年的靜默期或者面臨倒閉的危機，身為傳統產業的經營者必須主動提前來調整，然而調整的時機、力度、節奏等，也直接決定了未來十年該何處去。
然而企業轉型在不同階段的轉型過程中，所面臨的環境、擁有的機會、遇到的問題也不盡相同，本研究導入以即創理論作為企業經營思考創新轉型時的新決策模式，企業家在高度資源限制條件與面臨問題的新奇度高的情況下應採取之即創行為，而經營模式轉型符合動態的，並隨著環境與時間不停地改變且充滿不確定性的特質正是符合使用即創行為之條件，然而即創理論已經被視為頻繁使用于回應變化迅速的內部與外部環境，使得組織漸漸脫離以往傳統且能夠順利預測下一步之策略規劃。
本研究選取A集團居家作為此次轉型探討的企業，分析其如何透過即創方式善用暨有產業之客戶資源優勢，將原來的經營層面擴大到新領域的消費市場，更是創造傳統居家產業的新型態商業模式。譬如：買賣房地產流程上與相關異業合作、購屋前搬家、清潔及購屋後管理、室內裝潢及工程修繕的服務等，跳脫框架開發出另一個全新的市場，涉及與該所有房地產相關可以滿足客戶「住」的需求相關的市場延伸及技術研發。而以即創觀點研究其由原事業體經歷轉型的過程及如何產生新的商業模式與發展後的調整，皆是本研究想要探討的議題。
研究結果發現：1.公司經營模式的轉變並不會一次到位。2.企業領導人的覺察性與對市場的敏感度是公司轉型成功與否的重要關鍵。3.公司會因為不同驅動因子或資源的配置而促使經營模式的轉型。4.即創是公司很重要的核心能力。5.從即創觀點可以進一步洞見轉型後新的商業模式。6.即創理論屬於動態分析，其注重在企業內部的能力，邊做邊學邊調整，並具有敏捷的執行能力與敏捷的資源整合能力等特性，且能善用現有資源，做出組合，解決新的問題與挑戰。

關鍵字

商業模式 ； 即創 ； 轉型戰略 ； 居家業務

並列摘要

Faced with ever-changing external environments and internal resources, transformation of the driving factors behind innovation have come to an impasse; global industries are all facing pressures of transformation and are searching for new business models. However, errors in the transformation process can possibly result in a decade of industrial decline, and therefore traditional industries must take the lead in transformation, be it in terms of timing, degrees of change, and speed of change, in order to determine the developments of the next decade.
However, as firms go through different stages of transformation, they will face different environments, opportunities, and problems. In this study, we used theories of improvisation as a framework to create new business models. Firms faced with high resource limitations and multiple innovative problems should consider utilizing improvisation, while business models can be seen as dynamic transformations under changing environments and times-- conditions ideal for improvisation. The improvisation process can be seen as a reaction to rapidly changing internal and external environments, allowing organizations to move on from previous mindsets and plan out future strategies.
This study uses the transformation of Household Company A as a case study to determine how firms can use their client resources to their best advantage under the improvisation framework, and expand their operations to new consumer markets to create a new business model for the household services business. For example, strategic alliances with outside firms, moving companies, cleaning companies, and interior management, design, and repair companies. Household Company A has developed a whole new model which seeks to fulfill any and all consumer demands related to housing. The improvised transformation and creation of new business models is the focus of this study.
The results of our study found that 1. Transformation of business models does not happen within the blink of an eye; 2. The success of corporate transformations relies heavily on the business acumen of corporate leaders; 3. Transformation of business models is brought about by different triggers and resource allocation; 4. Improvisation is an important core competency; 5. The improvisation framework can be used to examine transformed business models; 6. Improvisation is a dynamic framework that focuses on internal capabilities and learning by doing. using effective implementation and resource integration to find solutions for challenges companies are facing.

並列關鍵字

Business model ； Improvisation ； Transformation strategy ； House furnishing

參考文獻

4. 吳芠萱(2016)，學失敗：創業熱時代看不見的退場故事，台北:大雁文化事業股份有限公司。

3. 王樂知 (2016)，探討企業經營模式轉型之即創歷程–以台灣大車隊為例，台北:國立台灣大學國際企業研究所碩士論文。

9. 張應順(2014)，顧家家居發展五年戰略，台北:國立台灣大學管理學院台大-復旦EMBA境外專班碩士論文。

10. 許瑞宋譯(2013)，哈佛商學院最實用的創業課：教你遇見並避開創業路上的致命陷阱，台北：財信出版有限公司。 Noam Wasserman，2012，The Founder’s Dilemmas : Anticipating & Avoiding The Pitfalls That can Sink a Startup, NJ, Princeton University Press .

12. 陳旻琪(2013)，以即創視角探討新創事業發展歷程，台北:國立台灣大學管理學院國際企業研究所碩士論文。