冷凍空調產業設備製造商轉型策略之個案研究

企業營運的基本目標，不論位於該產業生命發展週期哪一階段，在於它的價值主張、營運模式都能滿足客戶需求，使其利潤極大化。隨競爭環境變遷，資源的取得發生變化，產業價值鏈也隨之移動，各價值環節的競合關係重組，給企業帶來新的挑戰。而企業轉型的目的是要能重新定位其價值主張，使其與客戶需求重新契合，持續擁有相對競爭優勢。隨著產業發展進入成熟期，產業競爭進入全球化價值鏈垂直分工，傳統製造業面臨經營危機，企業面臨轉型壓力。本研究針對此一議題，以一家跨國冷凍空調設備製造廠商在台分公司的發展歷程，闡釋個案公司其經營模式透過企業轉型，由設備製造商重新定位為系統整合服務商，同時走向空調節能技術服務策略，佐以產業未來發展趨勢探討，研究其轉型緣由、策略、實踐、與效益。本研究發現並分析個案公司的轉型成功經驗，包括下列幾點。 1. 發揮品牌效益，擬定適配策略，維持競爭優勢 2. 整合創造價值的各個環節，塑造創新的經營模式 3. 轉型在適當時機啟動，而且一步到位，執行速度夠快 4. 組織架構因應轉型調整，與員工充分溝通願景，有效貫徹執行能力

關鍵字

產業價值鏈；產業生命週期；企業轉型；冷凍空調產業

並列摘要

The fundamental objective of business operation is, no matter which stage the industrial life cycle it is within, that her value proposition with business model meets the customer needs to maximize her profit. As the competitive environment changes, the sourcing of resources changes, the value creators’ co-opetition relationship reorganizes, the situation brings new challenge to business. The purpose of business transformation is that her value proposition may be reviewed and repositioned to fit the customer needs, to outperform within the competitive environment, and to keeps her competitive advantage sustainable. As an industry enters into a matured stage with a vertical division on value chain induced by effects of globalization, the traditional manufacturing facing a business crisis that cause business transformation is required. Based on a real case, the history journey of a MNC’s Taiwan manufacturing company in HVAC sector, this thesis explores how the company’s business model was transformed and repositioned from equipment manufacturer to system, service, and solution integrator with energy saving focused. Moreover, the thesis discusses the future trend of HVAC industrial development, investigating the drivers, strategies, execution, and benefits of business transformation. This study explores the successful experience of the case company’s business transformation. The key success factors include: 1. Leveraging brand equity, adopting fit strategy, and sustaining competitive advantage, 2. Integrating the value creator to develop a creative business model, 3. Initiating business transformation on the right time and thoroughly, and conducting quick deployment, and 4. Reorganizing the organization structure, coordinating the visions, and executing the actions effectively.