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系統識別號 U0026-1808202021390200
論文名稱(中文) 電子製造業商業模式創新之研究-以真空幫浦維修為例
論文名稱(英文) Business Model Innovation in the Electronic Manufacturing Overhaul Business - A Case Study of Pump Overhaul in H Co.
校院名稱 成功大學
系所名稱(中) 高階管理碩士在職專班(EMBA)
系所名稱(英) Executive Master of Business Administration (EMBA)
學年度 108
學期 2
出版年 109
研究生(中文) 涂欣宏
研究生(英文) Hsin-Hung Tu
電子信箱 charlie0530@gmail.com
學號 R07064814
學位類別 碩士
語文別 中文
論文頁數 60頁
口試委員 指導教授-張紹基
口試委員-楊朝旭
口試委員-蔡柳卿
口試委員-周庭楷
中文關鍵字 商業模式  商業模式創新  風險商業模式 
英文關鍵字 Business Models  Business Model Innovation  Build Risk To A Business Model 
學科別分類
中文摘要 台灣面板業自2008年金融海嘯重創後,各家公司都不再投資新世代廠,設備老舊加上長年壓縮維修費的因素,導致設備稼動率不佳,現行設備維修的商業模式已無法滿足顧客需求,而面對這樣的困境,企業需要做出創新、改變,才能取得競爭優勢延續競爭力。
本研究採質性研究中的個案討論方法去研究H公司的幫浦維修業務,探究能否藉由商業模式創新解決現行維修業務上的困境。研究結果發現,過往供應商所提供的價值主張為提供最高的維修品質,這並不能爭正滿足顧客的需求,應轉換為服務性質的「整體解決方案」,經由這樣的轉變後,供應商更有動機改善品質和維修技術,這方法創造的價值,是客戶過往無論如何去逼供應商,都無法做到的。而這樣的轉變,關鍵活動在於「承擔更多的風險」,技術有優勢的供應商得以將其領先的技術轉換為巨大的商業利益,改變了收益的模式,獲得更穩定的現金流。
顧客端轉變為了獲得更高的「運作時間」付費,滿足其真正的需求,H公司決策者認為要做到明確定義改善目標、訂定退場機制,並擬定改善學習方案等三項配套措施後,同意施行這商業模式的變更,認同這樣的改變會讓公司獲得利益,驗證了這創新的商業模式是真的在H公司是可被執行的,而不僅僅只是理論上的結果。
英文摘要 Since the panel industry in Taiwan was hit hard by the financial crisis in 2008, companies have stopped investing in new-generation plants. The equipment is old and the maintenance cost has been compressed for many years now, resulting in poor equipment utilization. The current equipment maintenance business model is no longer satisfactory. In the face of customer demands, companies need to innovate and change in order to gain a competitive advantage and carry on their competitiveness.
This study adopts the method of case discussion as qualitative research to study pump maintenance Company H and explores whether the current maintenance difficulties could be solved through business model innovation. The results of the study found that the value proposition provided by suppliers in the past is to provide the highest quality of maintenance, which does not strive to meet the needs of customers. It should be converted into a service-based “total solution.” After such a transformation, the supplier has become more motivated to improve quality and maintenance technology. The value created by this method has never been achieved by past customers when they tried to force suppliers. The key factor of such a transformation is to "take more risks." Technically superior suppliers can convert their leading technologies into huge commercial benefits, changing the profit model and obtaining more stable cash flow.
In order to obtain higher payment for “operating time” and meet the real needs of customers, the decision makers of Company H believe that it is necessary to clearly define improvement goals, formulate exit mechanisms, and formulate three supporting measures including improvement learning plans--agreeing to implement this business model change, agreeing that such a change will benefit the company, and verifying that this innovative business model is truly feasible in Company H and not just a theoretical solution.
論文目次 摘要………………………………………………………………………………Ⅱ
ABSTRACT…………………………………………………………………………Ⅲ
致謝………………………………………………………………………………Ⅸ
目錄………………………………………………………………………………Ⅴ
表目錄……………………………………………………………………………Ⅶ
圖目錄……………………………………………………………………………XIII
第一章 緒論………………………………………………………………………1
第一節 研究背景與動機………………………………………………………1
第二節 研究問題與目的………………………………………………………4
第三節 研究流程………………………………………………………………5
第二章 文獻探討…………………………………………………………………6
第一節 商業模式………………………………………………………………6
第二節 商業模式創新…………………………………………………………12
第三節 風險商業模式…………………………………………………………16
第四節 商業模式創新流程……………………………………………………18
第五節 個案公司簡介…………………………………………………………21
第三章 研究方法…………………………………………………………………24
第一節 質性研究方法…………………………………………………………24
第二節 個案研究法……………………………………………………………27
第三節 資料蒐集與研究分析…………………………………………………28
第四節 訪談程序與問題設計…………………………………………………29
第四章 研究結果…………………………………………………………………32
第一節 研究發現………………………………………………………………32
第二節 研究建議………………………………………………………………41
第五章 結論………………………………………………………………………46
第一節 研究結論………………………………………………………………46
第二節 研究限制………………………………………………………………48
第三節 文獻討論………………………………………………………………48
第四節 研究心得………………………………………………………………50
參考文獻 …………………………………………………………………………51
附錄一 訪談逐字稿………………………………………………………………53
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