隨著工業界人力資源成本不斷攀升，各個產業工廠皆對於自動化發展投資不遺餘力，尤其是傳統產業龍頭汽車業長期對於專用自動化設備的投資已行之有年，在這低毛利率的時代高度自動化的精實生產也就顯得更加重要，而除了工廠硬體的水平提升之外，公司商業模式的創新與變革也必須隨之配合，才能夠為企業創造更高的價值並且在業界中佔據更有利的競爭地位。
本研究動機是透過專用設備製造公司為了因應世界局勢快速的變遷，從貿易商角色轉型成為專業設備製造工廠的歷程，透過個案公司內部資料以及外部產業界訪談探討，再藉由創新的商業四核心商業模式，來分析轉型過程中個案公司所呈現四個核心價值的成長變化，讓台灣設備產業能夠透過動態轉型的過程來因應現今世局的挑戰。
本研究使用質性個案分析法，訪談設備製造商公司資深核心人員在轉型前後中的各個構面變化，比較四個商業核心價值，顧客核心價值、關鍵資源、關鍵流程、與利潤公式，在解析轉型的過程中了解個案公司如何使轉型策略行動有效的提升關鍵資源與關鍵流程，彌補了過去傳統設備產業舊有文化與盲點的不足，在同樣能夠滿足客戶核心價值的條件之下，如何能有效的提升公司之利潤與獲利。
研究結果發現在專用設備產業轉型策略中，其關鍵流程建立即時跨國服務體系能有效提升客戶對公司黏著度，再來專業技術標準化流程傳承的建立在公司長遠核心價值上對於公司價值有顯著的效果，綜合的成果在提升公司價值上相當成功，但未來世界局勢變動快速，企業仍必須不斷在自我提升中調整定位，才是永續經營長存之道。

The Transformation of Business Model:
The Case of Specialized Machinery Trader A
Ping Lo
Shih-Chieh Fang
EMBA, Collage of Management

SUMMARY
Along with the cost of human resources rising in the industry, each of factory in different industry dedicated on the development of automation. Especially the leader of conventional industry, automobile industry, had been injecting considerable amount of investment on it for many years. In this era of low gross profit, the high-level efficiently automated manufacturing is getting more important. Except the standard of hardware in factories should be increasing, the innovation and reformation need to catch up with the systematic progress as well in order to create higher values and occupy a advantageous position in the whole industry.
The research is based on Qualitative Research. Interviewing with the senior core personnel of equipment manufacturer about the details in the process of different stages in transformation to analyze how the company in the case efficiently transform themselves with boosting the resources and crucial process through four-core business value, the core-value of customer, the key process and the formula of profit. To observe how this kind of new strategy makes up for the weakness and old cultural issues from the past. Meanwhile, we will also figure out how to effectively raise the profit and satisfy the clients at the same time in this research.
We find out building an international platform of immediate communication with the clients is the key to improve the client stickiness in the results of this research. Moreover, forming the standard operation procedures of specialized techniques in a company brings significant long-term benefit on the core-value. This strategy is considerably successful on elevating a company's value. Nevertheless, the enterprises still need to adjust their position and strategy to permanently keep the path to success.
Keywords: Business Model, Specialized Machinery, Strategic Transformation

INTRODUCTION
Small and medium-sized enterprises in Taiwan are under severe pressure and challenges from the globalization. In the face of such challenges, what steps should companies take to meet such changes, in this study, we will use the case of Company A as an example. To discuss company A from the original special machinery trader, in order to respond to the increasingly stringent acceptance standards of automotive parts production companies and the innovation and upgrade of the automotive industry, the original trader business model can no longer help the company to create value. It summarizes the analysis of Company A's development history and transformation process as a reference for the domestic small and medium-sized enterprises' machinery and equipment industry. It can allow future similar companies to respond to the transformation basis and reference of the international market trends and provide new blueprints to create the core value of SMEs, so that Taiwanese companies can operate sustainably.

MATERIALS AND METHODS
This article intends to explore the interaction between the transformation of specialized equipment manufacturing plants and the innovation of business models. In order to observe that the transformation of various stages in the Taiwanese special equipment manufacturing industry chain will affect the adjustment of its business model, this study uses in-depth interviews and uses Case A as the research object. It records the actual conversation process with the industry and collects and aggregates Taiwan Status of special equipment manufacturing industry.

RESULTS AND DISCUSSION
After interviews, I found that using the four-core business model diagram helps company operators plan transformation strategies, and that they can think and understand the differences in their customer value propositions during the transition between new and old business models, and then know how to use key Resources and key processes to innovate profit formulas. Therefore, this study summarizes the following four propositions to discuss the transformation of business models.
Proposition 1: The customer's value proposition does not change with the company's business model.
Proposition 2: The profit formula will change with the company's different business models, and the profit space after the transformation of professional equipment manufacturing plants will be more flexible.
Proposition 3: Cost management, inheritance of professional technology, and a multinational after-sales service system have become key activities for the profit of professional equipment manufacturing plants.
Proposition 4: For professional equipment manufacturing plants, in addition to the development of the technology development team, good management of the supply chain and high customer satisfaction will be the key resources to bring the competitiveness of the enterprise.

CONCLUSION
The research focuses on company A's corporate transformation strategic actions. The new four business forces are the customer's core values, key processes, profit formulas, and key resources to analyze the differences and competitiveness of the company before and after the transition. Through the "profit formula", you can find the importance of cost control in the process. In the era of low gross profit, the cost control of each management and marketing must be quite accurate, so that it can bring greater profit space for the company. And another important factor is the inheritance of the professional technology mentioned in the "key process" and the establishment of a multinational after-sales service system. Today, the development of Taiwan's traditional industry still has a considerable number of companies that do not focus on the transfer of professional technology. The establishment of the knowledge map, so the old technology is lost after the older generation of teachers have retired. It is not uncommon for companies or industries to face technical faults. Therefore, one of the focus of company A after transformation is the inheritance of professional technology. This research The author believes that this case company can implement the implementation of the four core business elements. Increasingly sophisticated in the industry will be able to place, and if we can maintain long-term view of continuous self-improvement and transformation of kinetic energy, we can create more value in the equipment industry chain.

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