| 摘要: | 本研究旨在探討H精密企業的商業模式，以商業模式畫布觀點為理論基礎，結合個案研究方法進行深入分析。首先，透過文件分析和觀察，獲取了大眾傳播媒體和社會科學研究檔案等資料。然後，將這些資料歸納整理，並採用商業模式畫布的架構進行分析，深入探討H精密企業的價值主張、顧客區隔、核心資源和主要夥伴等方面的特點。研究發現，H精密企業以提供高品質產品、技術創新和全球化服務為核心價值主張，主要客戶區隔包括光學、半導體、電子和光纖雷射等產業。在核心資源方面，H精密企業擁有強大的技術研發能力、自動化生產設備和優秀的人力資源。此外，公司與供應商、客戶、員工、政府機關和合作廠商等主要夥伴建立了穩固的合作關係。透過深入分析個案公司的背景、商業模式以及管理挑戰，本研究發現了代工轉型成品牌的策略。個案公司採取了多項策略來實現品牌轉型，包括加強產品研發和創新、提升品牌形象和推廣、拓展市場和擴大產品線等。最後，本研究結論指出，轉型為品牌模式可能是一個更有利的選擇，有助於公司實現長期穩定的發展目標。因此，建議個案公司積極考慮轉型為品牌模式，並制定相應的策略和計劃，以實現轉型目標並取得成功。;This study aims to explore the business model of H Precision Enterprise using the theoretical framework of the business model canvas and employing a case study approach for in-depth analysis. Firstly, data from various sources such as mass media and social science research archives were obtained through document analysis and observation. Subsequently, these data were synthesized and analyzed using the structure of the business model canvas to delve into the characteristics of H Precision Enterprise′s value proposition, customer segments, core resources, and key partners. The research findings reveal that H Precision Enterprise′s core value proposition lies in providing high-quality products, technological innovation, and globalized services, with major customer segments including industries such as optics, semiconductor, electronics, and fiber lasers. In terms of core resources, the company possesses robust technological research and development capabilities, automated production equipment, and excellent human resources. Additionally, the company has established solid partnerships with key stakeholders such as suppliers, customers, employees, government agencies, and collaborative partners. Through a thorough analysis of the company′s background, business model, and management challenges, this study identifies strategies for the transformation from OEM to branding. The company has adopted various strategies to achieve brand transformation, including strengthening product research and development, enhancing brand image and promotion, expanding markets, and diversifying product lines. Finally, the study concludes that transitioning to a branding model may be a more advantageous choice, facilitating the company in achieving long-term stable development goals. Therefore, it is recommended that the company actively consider transitioning to a branding model and formulate corresponding strategies and plans to achieve transformation goals and success. |
