| 研究生: |
尤俊傑 YU, CHUN CHIEH |
|---|---|
| 論文名稱: |
企業如何透過價值共創實踐商業模式創新?以价揚科技為例 How Do Enterprises Reinvent their Business Model Through Value Co-Creation Practice? The Case Study of Zenitech |
| 指導教授: |
方世杰
Fang, Shih-Chieh |
| 共同指導: |
周信輝
Chou, Hsin-Hui |
| 學位類別: |
碩士 Master |
| 系所名稱: |
管理學院 - 高階管理碩士在職專班(EMBA) Executive Master of Business Administration (EMBA) |
| 論文出版年: | 2026 |
| 畢業學年度: | 113 |
| 語文別: | 中文 |
| 論文頁數: | 87 |
| 中文關鍵詞: | 價值共創 、商業模式創新 |
| 外文關鍵詞: | Value Co-Creation, Business Model Innovation |
| 相關次數: | 點閱:8 下載:0 |
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本研究在探討企業如何透過價值共創策略,實現商業模式的轉型與創新。研究以台灣自動化驅動控制領域之中型企業—价揚科技為個案,分析其從傳統PLC與變頻器產品銷售轉型為馬達系統整合解決方案提供者的歷程。研究採用質性研究方法,結合深度訪談、次級資料分析與參與式觀察,解析價值共創理論(Value Co-Creation, VCC)如何在個案企業中具體實踐。
理論基礎方面,本研究援引Prahalad與Ramaswamy所提出之DART模式(對話、存取、風險評估、透明性)及方世杰教授的「價值共創策略思維五步驟」,強調企業應建立開放互動機制,整合內外部資源,並與顧客及利害關係人協同創新,創造互惠互利之價值網絡。
研究發現指出,价揚科技在轉型過程中透過顧客參與、技術整合與供應鏈協作,不僅重塑了其價值主張與營運邏輯,更有效提升了顧客滿意度與市場競爭力。本研究亦指出,企業在實施價值共創策略時,應重視關鍵能力的建構、溝通品質的強化與策略調適的靈活性。
本研究有助於補充現有價值共創與商業模式創新之實務研究空缺,並為具備高客製化需求的工業設備供應商提供理論依據與管理實務之參考。
In response to the rising complexity of industrial automation and the dynamic demands of digital transformation, enterprises are increasingly required to shift from product-centric to solution-oriented business models. This study adopts the theoretical lens of Value Co-Creation (VCC) to explore how a medium-sized Taiwanese automation firm—Zenitech—successfully transformed its business model by engaging in co-creation practices with key stakeholders. Guided by the DART framework (Dialogue, Access, Risk Assessment, Transparency) and the five-step strategic thinking model of value co-creation, the research investigates the firm’s transition from traditional product sales (PLCs and inverters) to becoming an integrated motor system solution provider.
A qualitative single-case study methodology was employed, utilizing in-depth interviews, secondary data analysis, and participant observation. Findings reveal that value co-creation played a pivotal role in redefining Zenitech’s value proposition, resource configuration, and market positioning. Through sustained interaction with customers, suppliers, and technical partners, the firm enhanced its capacity for innovation, resilience, and customer alignment. Moreover, the study identifies trust, mutual learning, and technical compatibility as critical enablers in the co-creation process.
This research contributes to the academic discourse on business model innovation by illustrating how value co-creation mechanisms can facilitate strategic transformation in B2B industrial contexts. It also provides practical insights for system integration suppliers seeking to strengthen their competitive edge in highly customized and rapidly evolving markets.
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