台灣塑膠模座製造廠經營策略

摘要大約自1999年起，台灣之塑膠模座業受到下游的模具產業大量西進，及韓國、東南亞以及大陸廠商之技術逐漸成熟影響，導致台灣之內需市場大幅衰退，號稱「工業之母」的模具產業面臨了國內、外產業經濟環境快速變遷的嚴格考驗，與模具產業習習相關的塑膠模座業，更加地深受其害。是故；身處此一嚴峻的塑膠模座產業中，管理者不僅在技術上需取得領先的地位，更應在經營策略上取得競爭優勢。管理者應如何在這激烈競爭、快速變遷的市場環境裡，找出塑膠模座產業的成功關鍵與策略模式，以扭轉未來的局勢，考驗著管理者。在全球化的競爭壓力下，台灣的傳統產業已失去本身的競爭優勢，台灣的塑膠模座業必須面臨嚴苛的市場挑戰，除了設法提升產品的技術能力與速度外，策略的運用自成為企業發展之關鍵。由於塑膠模座及模具之不可分割性，故本研究先針對台灣的模具產業作一概況剖析，再以個案方式對塑膠模座產業作深入的探討，以個案公司採行Mark Johnson（2010）所提出的「四格（four-box）商業模式架構」成功案例經驗，提供塑膠模座產業了解在面臨市場環境快速變遷時，如何找尋屬於企業本身的「市場白地」（White Space）及競爭優勢，並且在採行時所會面臨的瓶頸及克服之方式。然而，經由個案企業推展「四格商業模式架構」之過程中探討分析，Mark Johnson所提出之顧客價值主張強調 - 「為一組特定顧客創造價值」。則將因台灣模具市場規模過小，而無法滿足企業生產及利潤需求。故本研究推導出更適合現下台灣塑膠模座市場規模之「TWN（台灣）複合式新四格商業模式架構」理論，希望藉由此理論之發展帶領台灣模具業，共同創造利益、雙贏之局面，並共同提升台灣模具產業之競爭力。

關鍵字

四格商業模式架構；市場白地；塑膠模座；模具

並列摘要

Abstract Since around 1999, the domestic market of Taiwanese plastic moldbase industry declines significantly due to the fact that not only the lower reaches of the molding industry have been moving towards to the mainland in a large scale but also the molding technology has become more advanced in Korea, Southeast Asia and China. The molding industry, known as “the mother of the industry”, is facing a great challenge of the rapid change in both the domestic and the international molding industry. As the plastic moldbase industry is highly associated with the molding industry, it is difficult not to be affected. Therefore, the managers of the plastic moldbase industry have to not only obtain a leading position in its technology, but also keep a competitive advantage in business strategy. The managers should find the key to the successful strategy in this rapid moving market in order to change the industry in the future and this tough task definitely challenges the managers. Under highly competitive pressure of globalization, Taiwanese conventional industries have already lost their competitive advantages, and the plastic moldbase industry in Taiwan has no choice but to face the harsh challenges from the market. Other than trying to enhance the product technical abilities and speed, the manipulation of strategies is also a key for its corporate development. Since the plastic moldbases and the molds are indivisible, the research starts with a brief analysis of the Taiwanese plastic mold industry, and then takes case studies for a further discussion on the plastic moldbases. We will also discuss the successful case study from Mark Johnson’s (2010) “four-box business model framework” and how the framework helps the plastic moldbase industry find its own “white space” and its competitive advantage when it is facing the rapid change in the market. In the analysis of each case study in Mark Johnson’s (2010) “four-box business model framework”, he emphasizes that “delivering value to a set of customers at a profit”. However, the scale of the molding industry in Taiwan is too small to make profits for the corporations. Therefore, this thesis proposes the “new TWN (Taiwan) compound four-box business model framework” to fulfill the needs of the plastic moldbase industry in Taiwan, and hopefully this new business model will lead Taiwanese molding industry to create benefits and a win-win situation, and also to enhance the competitiveness of the industry.