隨著全球製造業競爭加劇，台灣衝床製造業在中國市場面臨來自本地企業的激烈挑戰。傳統的低成本製造模式已不再具競爭優勢，企業必須尋求轉型，以維持市場地位並提升競爭力。本研究以個案企業S公司為例，探討其在中國市場的經營策略，並分析如何透過「製造服務化」與「藍海策略」轉型，以建立新的競爭優勢。 本研究採用個案研究法，透過文獻分析、實地觀察、實務參與、和次級資料蒐集，對個案企業的商業模式進行深入探討。研究發現，個案企業面臨的主要挑戰包括中國本地競爭者的大量崛起、價格競爭激烈、以及傳統製造模式的限制。為應對這些挑戰，個案企業透過「製造服務化」策略，從單純產品供應商轉型為整合式解決方案提供者，協助客戶進行產線規劃、設備選型與規格設計，提供高附加價值的服務。此外，透過藍海策略中的ERRC行動框架，個案企業成功避開傳統市場的價格戰，開發新的價值主張，提升市場競爭力。 本研究的管理意涵包括：(1) 製造服務化是台灣衝床製造業者提升競爭力的有效策略；(2) 企業應聚焦高附加價值市場，避免價格競爭；(3) 與供應鏈夥伴建立策略聯盟，創造整合型價值；(4) 藍海策略的應用有助於企業重塑市場定位，實現價值創新。本研究的結論可為台灣衝床製造業提供轉型參考，並對其他傳統製造業者在中國市場的發展具有實務價值。;With increasing competition in the global manufacturing industry, Taiwan stamping press manufacturers are facing significant challenges in the China market due to the rapid rise of local competitors. The traditional low-cost manufacturing model has lost its competitive edge, necessitating strategic transformation to maintain market position and enhance competitiveness. This study investigates the business strategies of S Company in China and examines how it leverages servitization and Blue Ocean Strategy to establish new competitive advantages.
Using a case study approach, this research integrates literature review, field observations, and secondary data collection to analyze S Company’s business model. Findings reveal that S Company’s key challenges include intensified price competition, the proliferation of local competitors, and limitations of the traditional manufacturing model. To address these issues, S Company adopted servitization by transitioning from a product supplier to an integrated solution provider. The company now engages in production line planning, equipment selection, and specification design, delivering high-value-added services. Additionally, by implementing the ERRC Framework of Blue Ocean Strategy, S Company successfully differentiated itself from price-based competition and established a unique value proposition.
The managerial implications of this study include: (1) Servitization is a viable strategy for Taiwanese manufacturers to enhance competitiveness; (2) Companies should focus on high-value-added market segments to avoid price wars; (3) Establishing strategic partnerships along the supply chain fosters value co-creation; (4) Applying Blue Ocean Strategy facilitates market repositioning and value innovation. These findings provide strategic insights for Taiwan stamping press manufacturers seeking transformation and offer practical implications for traditional manufacturing firms operating in the China market.
