本研究以百城企業為研究對象，透過個案研究法，探討其在食品機械產業中如何透過資源基礎觀點（Resource-Based View, RBV）、動態能力理論（Dynamic Capabilities Theory）、價值共創理論（Value Co-Creation Theory）、以及價值基礎策略觀點（Value-Based Strategy Perspective）來建立競爭優勢。研究方法包含次級資料蒐集與深度訪談，並結合逐字稿編碼，以確保分析嚴謹性。

　　研究發現，百城企業在經營過程中，透過核心技術的累積、與上下游的策略聯盟（特別是「英雄聯盟」模式）、以及持續的產品創新，不僅形成差異化優勢，也實現與客戶的共創價值。案例顯示，RBV 提供了百城理解資源積累的重要性；動態能力理論揭示了其應對環境變化的能力；價值共創理論凸顯了企業與顧客及供應商協作的重要性；價值基礎策略則指出企業如何在產業生態系中獲取並分配價值。

　　本研究不僅為食品機械產業提供管理實務上的啟發，也對學術界個案教學貢獻具體案例，幫助學生理解如何將理論應用於實務經營。

This study investigates Baicheng Machinery as a representative case to explore how firms in the food machinery industry create, develop, and sustain competitive advantages in an increasingly dynamic and competitive business environment. As globalization accelerates and customer expectations continue to evolve, food machinery manufacturers are no longer able to rely solely on equipment production or price competition. Instead, firms are required to integrate technological innovation, strategic resources, and collaborative business models to provide comprehensive solutions that generate greater customer value. Against this background, this research examines how Baicheng Machinery has transformed from a traditional equipment supplier into a value co-creation platform by integrating technological expertise, industrial resources, and cross-industry collaboration.
This study adopts multiple theoretical perspectives, including the Resource-Based View (RBV), Dynamic Capabilities Theory, Value Co-Creation Theory, and the Value-Based Strategy Perspective. These complementary theories provide an integrated analytical framework for understanding how firms accumulate valuable resources, continuously reconfigure organizational capabilities, collaborate with stakeholders, and capture sustainable value within an industrial ecosystem. Rather than relying on a single theoretical lens, this research combines different strategic management perspectives to provide a more comprehensive explanation of long-term competitive advantage.
A qualitative case study methodology is employed to investigate the strategic development of Baicheng Machinery. Data collection consists of both secondary data analysis and in-depth semi-structured interviews with company executives, industry partners, and related stakeholders. Secondary data include company documents, public reports, industrial publications, and archival materials that provide historical and contextual information regarding the company's strategic evolution. The interview transcripts were systematically coded using thematic analysis to identify recurring patterns related to strategic resources, organizational capabilities, innovation processes, collaborative relationships, and customer value creation. The combination of multiple data sources enhances the credibility and rigor of the research findings through data triangulation.
The findings reveal that Baicheng Machinery has successfully established sustainable competitive advantages by integrating its accumulated technological expertise with extensive industry networks. Instead of focusing solely on machinery manufacturing, the company actively builds strategic alliances with raw material suppliers, food production experts, packaging companies, and other complementary partners through its innovative "Hero Alliance" platform. This collaborative ecosystem enables customers to access not only production equipment but also technical consultation, product development support, production process optimization, and market-oriented solutions. Such an integrated service model significantly reduces customers' development risks while improving production efficiency, product quality, and overall business competitiveness.
From the perspective of the Resource-Based View, Baicheng's long-term accumulation of technological knowledge, engineering experience, customer relationships, and industrial reputation constitutes valuable, rare, and difficult-to-imitate strategic resources. Dynamic Capabilities Theory further explains how the company continuously senses market opportunities, adapts to changing customer demands, and reconfigures organizational resources to respond effectively to environmental uncertainty. Through continuous innovation and organizational learning, Baicheng strengthens its ability to maintain competitiveness in rapidly changing markets.
The study also demonstrates that Value Co-Creation Theory provides a valuable explanation for Baicheng's collaborative business model. Rather than creating value independently, the company works closely with customers, suppliers, technical experts, and industrial partners throughout product development and commercialization processes. This collaborative approach enhances knowledge sharing, improves innovation efficiency, and generates mutual benefits for all participants within the ecosystem. Furthermore, the Value-Based Strategy Perspective illustrates how Baicheng successfully captures value by coordinating multiple stakeholders, strengthening long-term partnerships, and developing a sustainable business ecosystem that extends beyond traditional buyer-seller relationships.
Overall, the findings indicate that sustainable competitive advantage in the food machinery industry depends not only on technological capability but also on organizational adaptability, strategic collaboration, and continuous value creation. Baicheng Machinery demonstrates how firms can transform from conventional equipment manufacturers into platform-based solution providers capable of integrating diverse resources and creating long-term competitive value for customers and industrial partners.
This research contributes to the academic literature by integrating multiple strategic management theories into a single analytical framework while simultaneously providing practical managerial implications for firms seeking sustainable growth within highly competitive manufacturing industries. The case of Baicheng Machinery offers valuable insights for both researchers and practitioners regarding strategic transformation, collaborative innovation, and value creation in the food machinery industry.

楊絲貽 (2021)，南部包餡機王百城，串聯上下游拚讓利共贏：砸錢幫原料商研發！糕餅界英雄聯盟營收逆增2成。商業周刊，第1740期。

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