不銹鋼直棒向下整合商業模式分析-以W公司為例

面對各國透過關稅壁壘或運用國家配額達到國內廠商保護之趨勢，不銹鋼直棒產品若無法產生更有競爭力的商業模式或服務，可能在某些區域市場被淘汰，因此研究下游產業商業模式，找出整合下游商業模式的經營模式，提高企業經營市場能力是必須持續進行的。傳統產業多為標準化大批量生產，長久以來已經建立一套既有的規則與經營模式，僅能獲得產業應有的利潤，但不會有驚喜。在當今面臨各國關稅以及貿易壁壘雙重威脅下，對於傳統產業所造成的挑戰，不只在於其經營模式，其經營內容更是令傳統產業萎縮的最後一面城牆；有鑑於此，傳統產業若要進行轉型、找尋新出路，就必須跳脫過去的經營模式和思維，可以透過網路平台服務的來提升產品與服務的附加價值。藉由新經營模式、新通路的運用，可能是一種新商業模式所賦予傳統產業的新出路。本論文以Alexander Osterwalder 於獲利世代所提到商業模式圖(Business Model Canvas)，與Hertog and Bilderbeek（1998）根據歐盟服務創新研究計畫（Services Innovation, Innovation for Services，SI4S）的結論報告，提出服務創新模式主要是由四大構面所組成，分別為「新服務概念」、「新顧客介面」、「新服務傳遞系統」、以及「技術選擇」，構面間利用行銷、通路以及組織發展相互連結，使各構面形成創新機制，將創新服務提供給顧客。並針對供應鏈向下兩家公司目前的營業狀況做深入研究分析，繪製兩家公司商業模式圖與服務創新模式圖，分析長期成功與市場領導之關鍵因素，以及經營模式走向。經由本研究分析之結果，Ｗ公司雖然可照目前的商業模式持續營運，不做任何改善。但在未來可能因全球市場關稅壁壘或國家配額達到國內廠商保護之趨勢，導致競爭力逐漸下降，因此建議W 公司以製造服務為導向，提供給客戶定量小包裝、裁切、寄庫與簽長約、一站式購足、精準交期等創新服務，都可替客戶有效降低營運成本，創造W 公司對客戶的價值。

關鍵字

商業模式；不銹鋼直棒

並列摘要

Facing the trend of countries using tariff barriers or national quotas to protect domestic manufacturers, stainless steel straight rod products may be eliminated in some regional markets if they fail to provide competitive business models or services. Therefore, it is necessary to continue to study the business model of the downstream industry, find the business model that integrates the downstream business model, and improve the company's ability to operate the market. Traditional material supply industry is mostly standardized mass production, and has established a set of existing rules and business model for a long time. It can only obtain the profits due to the industry, and the revenue and profit are stable and will not increase dramatically. Faced with the dual threats of tariffs and trade barriers from various countries today, the traditional industries not only pose challenges to their business models, but also their business content prevents the industry from achieving high growth. In view of this, if the traditional material supply industry wants to transform and find a new way out, it must jump out of the past business model and thinking, and enhance the added value of products and services through the development of online platform services. The use of new business models and new channels, or a new business model, can give new outlets and new growth to the traditional materials industry. The research methods of this paper refer to the following two tools [1] Business Model Canvas, which appeared in Alexander Osterwalder’s “Business Model Generation”. [2] The four major dimension aspects of the service innovation model-"new service concept", "new customer interface", "new service delivery system", and "technical choice", appeared in Hertog and Bilderbeek’s European Union Service Innovation Research Project (Services Innovation, Innovation for Services, SI4S, 1998) conclusion reports. Hertog and Bilderbeek proposed in the report that the four dimensions are interconnected through marketing, channels, and organizational development, so that each dimension forms an innovative mechanism and provides innovative services to customers. Based on the above two tools, this paper conducts in-depth research and analysis on the current business conditions of the two target customer companies, draws Business model and service innovation canvas of the two companies, and analyzes the key factors of long-term success and market leadership, and the trend of business models . According to the results of this study, although W company can maintain its past advantages, it can operate without changing its current business model and maintain profits. However, in the future, due to tariff barriers or quota restrictions of individual countries, the trend of protecting the same industry in that country may be achieved, leading to the gradual decline of global market competitiveness and eroding profits and the survival of companies. Therefore, it is recommended that W company may gradually transform from a large-scale material factory to manufacturing service-oriented, and start to try to provide customers with innovative services such as quantitative small packaging, cutting, shipping and signing of long-term contracts, one-stop shopping, and precise delivery. The purpose is to effectively reduce operating costs for customers and continue to create the value of W Company to customers.