Publications-Theses
Article View/Open
Publication Export
-
Google ScholarTM
NCCU Library
Citation Infomation
Related Publications in TAIR
題名 傳統鋼板加工產業之轉型與挑戰--以CS公司個案為例
Transformation and Challenges of the Traditional Steel Plate Processing Industry: A Case Study of CS Company作者 呂麗雯 貢獻者 陳明進
呂麗雯關鍵詞 鋼製防火門
產業轉型
一條龍服務
垂直整合
商業模式畫布
SWOT分析
公共工程
數位轉型
Steel Fire Door
Industrial Transformation
One-Stop Service
Vertical Integration
Business Model Canvas (BMC)
SWOT Analysis
Public Construction Projects
Digital Transformation日期 2025 上傳時間 1-Sep-2025 14:45:45 (UTC+8) 摘要 隨著近年來建築法規日益嚴謹與公共安全意識日漸提高，鋼製防火門已成為各類建築工程中不可或缺之消防配備。面對產業競爭日趨激烈與政策環境快速變遷，傳統鋼材加工業者亟需尋求轉型與升級之策略。本研究以CS公司為個案，該公司原為鋼板剪折加工廠，近年積極投入鋼製防火門之製造，並逐步建立涵蓋產品設計、生產製造、現場安裝至消防驗收之垂直整合流程，成功切入公共工程及相關建築市場，顯示其轉型具可行性與發展潛力。 本研究旨在探討個案CS公司自傳統鋼板剪折加工業者轉型為具備一條龍服務能力之鋼製防火門專業製造商的過程，聚焦於其關鍵策略與經營模式。面對防火門市場法規標準日益嚴格及政府公共工程高度競爭等挑戰，個案公司需突破產業同質性高、產品價格競爭激烈與品牌辨識度不足等困境。為此，本研究運用商業模式畫布（Business Model Canvas）及SWOT分析等管理工具，深入分析個案公司之營運模式、核心能力及其所面臨之外部挑戰，進而探討歸納出個案公司經營策略的脈絡。 研究結果顯示，個案CS公司轉型成功的關鍵因素包括：導入專業化生產設備、積極擴展CNS防火認證產品鏈之多樣性、強化品牌行銷與通路布局，以及建立涵蓋現場丈量、設計、生產、安裝至驗收的垂直整合作業流程，顯著提升其客戶滿意度與接單能力。針對其營收結構高度仰賴公共工程案件之風險，本研究也建議個案CS公司積極規劃市場多元化策略，如進軍住宅與商辦建案領域並導入ERP系統及現場丈量應用程式（APP）等數位工具，以因應營運風險並支撐未來成長需求。 本研究採用質性個案研究法，透過次級資料分析與深度訪談，綜整個案CS公司轉型歷程與其企業發展策略，並期望為鋼鐵加工產業中有意投入鋼製防火門領域之業者，提供實務參考與策略藍圖。
With increasingly stringent building regulations and growing public awareness of safety in recent years, steel fire doors have become an indispensable fire protection component in various construction projects. In the face of intensifying industry competition and rapidly changing policy environments, traditional steel processing manufacturers urgently need to seek strategies for transformation and upgrading. This study takes CS Company as a case, which originally operated as a steel plate shearing and bending factory. In recent years, the company has actively ventured into the manufacturing of steel fire doors and has gradually established a vertically integrated process encompassing product design, production, on-site installation, and fire safety inspection. This transformation has enabled the company to successfully enter the public works and construction markets, demonstrating the feasibility and potential of its transition. With a focus on its key strategies and business model, this study aims to explore how CS Company transformed from a traditional steel plate processing business into a specialized steel fire door manufacturer equipped with end-to-end service capabilities, In the face of increasingly stringent fire door market regulations and intense competition in government public projects, the company must overcome challenges such as high industry homogeneity, intense price competition, and low brand recognition. To this end, this research applies managerial tools including the Business Model Canvas (BMC) and SWOT analysis to examine the company’s operational model, core competencies, and external challenges, thereby summarizing the strategic context of its transformation. The results indicate that the critical success factors for CS Company’s transformation include: the adoption of specialized production equipment, actively expanding the range of CNS-certified fire-rated products, enhanced brand marketing and distribution channel planning, and the establishment of a vertically integrated operation encompassing site measurement, design, production, installation, and inspection. These efforts have significantly improved customer satisfaction and order acquisition capabilities. Given the risks associated with a revenue structure heavily dependent on public sector projects, the study suggests that CS Company should actively pursue market diversification strategies, such as expanding into residential and commercial building sectors, and incorporating digital tools like ERP systems and site measurement mobile applications (APPs) to mitigate operational risks and support future growth. This study adopts a qualitative case study approach, utilizing secondary data analysis and in-depth interviews to compile the transformation process and development strategies of CS Company. It aims to provide practical insights and strategic guidance for other steel processing firms interested in entering the steel fire door sector.參考文獻 一、 網路引用資料： 1. 內政部建築研究所（2023）。《防火建材型式認證制度》。取自：https://www.abri.gov.tw 2. 行政院環保署（2023）。《碳盤查與產品碳足跡制度說明》。取自：https://www.epa.gov.tw 3. 財團法人台灣建築中心（TABC）（2019）。《新版 CNS11227-1 防火門認證說明》。取自：https://www.tabc.org.tw/tw/uploads/filelist/1000/24/1559612894_3ddbadaccdde79e4.pdf 4. 財團法人台灣建築中心（TABC）（2022）。《遮煙性能試驗介紹》。取自：https://www.tabc.org.tw 5. 財團法人防火材料中心（2004）。《防火門耐火測試與產品查驗機制》。取自：https://www.fireresearch.org.tw 6. 國家發展委員會（2022）。《台灣產業轉型政策白皮書》。取自：https://www.ndc.gov.tw 7. 經濟部標準檢驗局（BOE）(1999年頒布，逐年修訂)。《商品型式認證與商品檢驗制度簡介》。取自：https://www.bsmi.gov.tw 8. 經濟部標準檢驗局（BOE）（2024）。《建築用防火門商品檢驗規定修正草案》。取自：https://www.bsmi.gov.tw 9. 證券櫃檯買賣中心（TPEx）（2024）。《產業資訊平台-鋼鐵產業鏈簡介》。取自： https://ic.tpex.org.tw/introduce.php?ic=Q000 二、 英文文獻： • Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120. • Bull, J. W., Jobstvogt, N., Böhnke-Henrichs, A., Mascarenhas, A., Sitas, N., Baulcomb, C., Lambini, C.k., Rawlins, M., Baral, H., Zähringer, J., Carter-silk, E., Balzan, M.v., Kenter, J.o., Häyhä, T., Petz, K., & Koss, R. (2016). Strengths, Weaknesses, Opportunities and Threats: A SWOT analysis of the ecosystem services framework. Ecosystem Services, 17, 99-111. • Chesbrough, H. (2007). Business model innovation: It's not just about technology anymore. Strategy & Leadership, 35(6), 12-17. • Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation. Industrial and Corporate Change, 11(3), 529-555. • Drucker, P. F. (1954). The Practice of Management. Harper & Row. • Drucker, P. F. (1994). Managing for the Future: The 1990s and Beyond. HarperBusiness. • Gao, J., & Zhang, Y. (2020). SWOT analysis and development strategy of small and medium-sized enterprises. Journal of Business Strategy, 41(5), 75-89. • Gulati, R., Nohria, N., & Zaheer, A. (2000). Strategic networks. Strategic Management Journal, 21(3), 203-215. • Gürel, E., & Tat, M. (2017). SWOT analysis: A theoretical review. Journal of International Social Research, 10(51), 994-1006. • Homburg, C., Jozić, D., & Kuehnl, C. (2017). Customer experience management. Journal of Marketing, 81(6), 80-96. • Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring Corporate Strategy (8th ed.). Pearson Education. • Kajanus, M., Leskinen, P., Kurttila, M., & Kangas, J. (2012). Making use of MCDS methods in SWOT analysis—Lessons learnt in strategic natural resources management. Forest Policy and Economics, 20, 1-9. • Kaplan, R. S., & Norton, D. P. (2004). Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Harvard Business School Press. • Kotler, P., & Keller, K. L. (2016). Marketing Management (15th ed.). Pearson. • Lee, K., Lee, H., & Lee, W. (2017). The impact of green energy policies on sustainable business growth: A SWOT analysis approach. Journal of Sustainable Development, 10(3), 45-60. • Magretta, J. (2002). Why business models matter. Harvard Business Review, 80(5), 86-92. • Morris, M., Schindehutte, M., & Allen, J. (2005). The entrepreneur's business model: Toward a unified perspective. Journal of Business Research, 58(6), 726-735. • Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Wiley. • Phadermrod, B., Crowder, R. M., & Wills, G. B. (2019). Importance-performance analysis based SWOT analysis. International Journal of Information Management, 44, 194-203. • Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2-3), 172-194. • Valentin, E. K. (2001). SWOT analysis from a resource-based view. Journal of Marketing Theory and Practice, 9(2), 54-69. • Weihrich, H. (1982). The TOWS matrix—a tool for situational analysis. Long Range Planning, 15(2), 54-66. • Zott, C., & Amit, R. (2010). Business model design. Strategic Management Journal, 31(4), 512-529. 描述 碩士
國立政治大學
經營管理碩士學程(EMBA)
112932008資料來源 http://thesis.lib.nccu.edu.tw/record/#G0112932008 資料類型 thesis dc.contributor.advisor 陳明進 zh_TW dc.contributor.author (Authors) 呂麗雯 zh_TW dc.creator (作者) 呂麗雯 zh_TW dc.date (日期) 2025 en_US dc.date.accessioned 1-Sep-2025 14:45:45 (UTC+8) - dc.date.available 1-Sep-2025 14:45:45 (UTC+8) - dc.date.issued (上傳時間) 1-Sep-2025 14:45:45 (UTC+8) - dc.identifier (Other Identifiers) G0112932008 en_US dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/159020 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 經營管理碩士學程(EMBA) zh_TW dc.description (描述) 112932008 zh_TW dc.description.abstract (摘要) 隨著近年來建築法規日益嚴謹與公共安全意識日漸提高，鋼製防火門已成為各類建築工程中不可或缺之消防配備。面對產業競爭日趨激烈與政策環境快速變遷，傳統鋼材加工業者亟需尋求轉型與升級之策略。本研究以CS公司為個案，該公司原為鋼板剪折加工廠，近年積極投入鋼製防火門之製造，並逐步建立涵蓋產品設計、生產製造、現場安裝至消防驗收之垂直整合流程，成功切入公共工程及相關建築市場，顯示其轉型具可行性與發展潛力。 本研究旨在探討個案CS公司自傳統鋼板剪折加工業者轉型為具備一條龍服務能力之鋼製防火門專業製造商的過程，聚焦於其關鍵策略與經營模式。面對防火門市場法規標準日益嚴格及政府公共工程高度競爭等挑戰，個案公司需突破產業同質性高、產品價格競爭激烈與品牌辨識度不足等困境。為此，本研究運用商業模式畫布（Business Model Canvas）及SWOT分析等管理工具，深入分析個案公司之營運模式、核心能力及其所面臨之外部挑戰，進而探討歸納出個案公司經營策略的脈絡。 研究結果顯示，個案CS公司轉型成功的關鍵因素包括：導入專業化生產設備、積極擴展CNS防火認證產品鏈之多樣性、強化品牌行銷與通路布局，以及建立涵蓋現場丈量、設計、生產、安裝至驗收的垂直整合作業流程，顯著提升其客戶滿意度與接單能力。針對其營收結構高度仰賴公共工程案件之風險，本研究也建議個案CS公司積極規劃市場多元化策略，如進軍住宅與商辦建案領域並導入ERP系統及現場丈量應用程式（APP）等數位工具，以因應營運風險並支撐未來成長需求。 本研究採用質性個案研究法，透過次級資料分析與深度訪談，綜整個案CS公司轉型歷程與其企業發展策略，並期望為鋼鐵加工產業中有意投入鋼製防火門領域之業者，提供實務參考與策略藍圖。 zh_TW dc.description.abstract (摘要) With increasingly stringent building regulations and growing public awareness of safety in recent years, steel fire doors have become an indispensable fire protection component in various construction projects. In the face of intensifying industry competition and rapidly changing policy environments, traditional steel processing manufacturers urgently need to seek strategies for transformation and upgrading. This study takes CS Company as a case, which originally operated as a steel plate shearing and bending factory. In recent years, the company has actively ventured into the manufacturing of steel fire doors and has gradually established a vertically integrated process encompassing product design, production, on-site installation, and fire safety inspection. This transformation has enabled the company to successfully enter the public works and construction markets, demonstrating the feasibility and potential of its transition. With a focus on its key strategies and business model, this study aims to explore how CS Company transformed from a traditional steel plate processing business into a specialized steel fire door manufacturer equipped with end-to-end service capabilities, In the face of increasingly stringent fire door market regulations and intense competition in government public projects, the company must overcome challenges such as high industry homogeneity, intense price competition, and low brand recognition. To this end, this research applies managerial tools including the Business Model Canvas (BMC) and SWOT analysis to examine the company’s operational model, core competencies, and external challenges, thereby summarizing the strategic context of its transformation. The results indicate that the critical success factors for CS Company’s transformation include: the adoption of specialized production equipment, actively expanding the range of CNS-certified fire-rated products, enhanced brand marketing and distribution channel planning, and the establishment of a vertically integrated operation encompassing site measurement, design, production, installation, and inspection. These efforts have significantly improved customer satisfaction and order acquisition capabilities. Given the risks associated with a revenue structure heavily dependent on public sector projects, the study suggests that CS Company should actively pursue market diversification strategies, such as expanding into residential and commercial building sectors, and incorporating digital tools like ERP systems and site measurement mobile applications (APPs) to mitigate operational risks and support future growth. This study adopts a qualitative case study approach, utilizing secondary data analysis and in-depth interviews to compile the transformation process and development strategies of CS Company. It aims to provide practical insights and strategic guidance for other steel processing firms interested in entering the steel fire door sector. en_US dc.description.tableofcontents 摘要 i 目次 v 表目錄 vi 圖目錄 vii 第一章 緒論 1 第一節 研究動機與目的 1 第二節 研究方法 3 第三節 研究流程與架構 4 第二章 文獻探討 6 第一節 商業模式 6 第二節 SWOT 分析 11 第三章 傳統鋼板加工及產業分析 17 第一節 鋼鐵產業上中下游現況分析 17 第二節 防火門產品之現況分析 22 第三節 防火門產品之趨勢分析 26 第四章 個案公司 29 第一節 個案公司基本介紹 29 第二節 個案CS公司上下游產業鏈現況 37 第三節 鋼製防火門產業現況分析 41 第四節 個案公司SWOT分析 44 第五節 個案公司商業模式分析 48 第六節 商業模式畫布BMC與SWOT分析小結 54 第五章 問題分析與解決方案 59 第一節 現有挑戰 59 第二節 解決方案 64 第六章 結論與建議 68 第一節 研究結論 68 第二節 經營建議 69 第三節 未來研究建議 71 參考文獻 72 zh_TW dc.format.extent 2434492 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0112932008 en_US dc.subject (關鍵詞) 鋼製防火門 zh_TW dc.subject (關鍵詞) 產業轉型 zh_TW dc.subject (關鍵詞) 一條龍服務 zh_TW dc.subject (關鍵詞) 垂直整合 zh_TW dc.subject (關鍵詞) 商業模式畫布 zh_TW dc.subject (關鍵詞) SWOT分析 zh_TW dc.subject (關鍵詞) 公共工程 zh_TW dc.subject (關鍵詞) 數位轉型 zh_TW dc.subject (關鍵詞) Steel Fire Door en_US dc.subject (關鍵詞) Industrial Transformation en_US dc.subject (關鍵詞) One-Stop Service en_US dc.subject (關鍵詞) Vertical Integration en_US dc.subject (關鍵詞) Business Model Canvas (BMC) en_US dc.subject (關鍵詞) SWOT Analysis en_US dc.subject (關鍵詞) Public Construction Projects en_US dc.subject (關鍵詞) Digital Transformation en_US dc.title (題名) 傳統鋼板加工產業之轉型與挑戰--以CS公司個案為例 zh_TW dc.title (題名) Transformation and Challenges of the Traditional Steel Plate Processing Industry: A Case Study of CS Company en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 一、 網路引用資料： 1. 內政部建築研究所（2023）。《防火建材型式認證制度》。取自：https://www.abri.gov.tw 2. 行政院環保署（2023）。《碳盤查與產品碳足跡制度說明》。取自：https://www.epa.gov.tw 3. 財團法人台灣建築中心（TABC）（2019）。《新版 CNS11227-1 防火門認證說明》。取自：https://www.tabc.org.tw/tw/uploads/filelist/1000/24/1559612894_3ddbadaccdde79e4.pdf 4. 財團法人台灣建築中心（TABC）（2022）。《遮煙性能試驗介紹》。取自：https://www.tabc.org.tw 5. 財團法人防火材料中心（2004）。《防火門耐火測試與產品查驗機制》。取自：https://www.fireresearch.org.tw 6. 國家發展委員會（2022）。《台灣產業轉型政策白皮書》。取自：https://www.ndc.gov.tw 7. 經濟部標準檢驗局（BOE）(1999年頒布，逐年修訂)。《商品型式認證與商品檢驗制度簡介》。取自：https://www.bsmi.gov.tw 8. 經濟部標準檢驗局（BOE）（2024）。《建築用防火門商品檢驗規定修正草案》。取自：https://www.bsmi.gov.tw 9. 證券櫃檯買賣中心（TPEx）（2024）。《產業資訊平台-鋼鐵產業鏈簡介》。取自： https://ic.tpex.org.tw/introduce.php?ic=Q000 二、 英文文獻： • Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120. • Bull, J. W., Jobstvogt, N., Böhnke-Henrichs, A., Mascarenhas, A., Sitas, N., Baulcomb, C., Lambini, C.k., Rawlins, M., Baral, H., Zähringer, J., Carter-silk, E., Balzan, M.v., Kenter, J.o., Häyhä, T., Petz, K., & Koss, R. (2016). Strengths, Weaknesses, Opportunities and Threats: A SWOT analysis of the ecosystem services framework. Ecosystem Services, 17, 99-111. • Chesbrough, H. (2007). Business model innovation: It's not just about technology anymore. Strategy & Leadership, 35(6), 12-17. • Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation. Industrial and Corporate Change, 11(3), 529-555. • Drucker, P. F. (1954). The Practice of Management. Harper & Row. • Drucker, P. F. (1994). Managing for the Future: The 1990s and Beyond. HarperBusiness. • Gao, J., & Zhang, Y. (2020). SWOT analysis and development strategy of small and medium-sized enterprises. Journal of Business Strategy, 41(5), 75-89. • Gulati, R., Nohria, N., & Zaheer, A. (2000). Strategic networks. Strategic Management Journal, 21(3), 203-215. • Gürel, E., & Tat, M. (2017). SWOT analysis: A theoretical review. Journal of International Social Research, 10(51), 994-1006. • Homburg, C., Jozić, D., & Kuehnl, C. (2017). Customer experience management. Journal of Marketing, 81(6), 80-96. • Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring Corporate Strategy (8th ed.). Pearson Education. • Kajanus, M., Leskinen, P., Kurttila, M., & Kangas, J. (2012). Making use of MCDS methods in SWOT analysis—Lessons learnt in strategic natural resources management. Forest Policy and Economics, 20, 1-9. • Kaplan, R. S., & Norton, D. P. (2004). Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Harvard Business School Press. • Kotler, P., & Keller, K. L. (2016). Marketing Management (15th ed.). Pearson. • Lee, K., Lee, H., & Lee, W. (2017). The impact of green energy policies on sustainable business growth: A SWOT analysis approach. Journal of Sustainable Development, 10(3), 45-60. • Magretta, J. (2002). Why business models matter. Harvard Business Review, 80(5), 86-92. • Morris, M., Schindehutte, M., & Allen, J. (2005). The entrepreneur's business model: Toward a unified perspective. Journal of Business Research, 58(6), 726-735. • Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Wiley. • Phadermrod, B., Crowder, R. M., & Wills, G. B. (2019). Importance-performance analysis based SWOT analysis. International Journal of Information Management, 44, 194-203. • Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2-3), 172-194. • Valentin, E. K. (2001). SWOT analysis from a resource-based view. Journal of Marketing Theory and Practice, 9(2), 54-69. • Weihrich, H. (1982). The TOWS matrix—a tool for situational analysis. Long Range Planning, 15(2), 54-66. • Zott, C., & Amit, R. (2010). Business model design. Strategic Management Journal, 31(4), 512-529. zh_TW
