Business Model Evolution:A Case Study of Taiwanese Brick Industry

[[abstract]]提供建材之用的台灣磚窯業，在1960-1980年代，因為經濟起飛，全台最多達300家，但自1990年建築材料漸漸被鋼筋水泥所取代，目前全台僅剩35家仍持續經營。為了持續在產業中生存下去，現存業者勢必要在大環境中找出其持續獲利的商業模式，達到繼續生存的目的。 本研究以Demil and Lecocq (2010)商業模式演進為出發點所提出的RCOV框架(RCOV Framework)，採質性研究法，擇定二家在產業經營超過五十年以上的業者進行訪談取得初級資料，再結合蒐集的次級資料與相關研究報告等進行分析。研究主要目的有三，第一、以商業模式演進探討台灣磚窯業能持續保持營收績效之原因，第二、以商業模式演進探討二家磚窯公司的變化。第三、提出本研究之發現及建議，以供傳統產業參考。 研究結果顯示，台灣磚窯業能持續經營有五大原因，一、保持資源及能力上的提升，從生產設施的改善或是發展其他領域，保持商業模式的動態演進。二、善用政府資源，例如進行綠建材認證或是經由政府補助培育文創人才。三、外部組織及資源的導入，包括參與同業公會或志工組織。四、以顧客為導向，提升產品品質及推動客製化訂製帶動生產。五、就算延伸出新的價值主張，仍堅持建材本業。[[abstract]]During 1960 to 1980 due to the blooming economy there were almost 300 brick industries supplying building materials in Taiwan However since 1990 the market of building materials was gradually taken down by steels and concretes Currently there are only 35 relevant businesses exist and still running In order to survive in the industry the existing industries must seek their own business model which can bring them profits in this large environment to achieve their survivals This study adopts the RCOV framework proposed by Demil and Lecocq (2010) based on the business evolution and qualitative research method to pick up two businesses which operated in the industry for more than fifty years as subjects to process interviews After obtaining primary data this study aims to once again combine secondary data we collected with related research reports in order to further analyze There are three main purposes in this study as the followings: 1 Explore the factor of how the brick industries can maintain their revenue performance in Taiwan based on the theory of evolving business model 2 Explore the changes between two brick industries based on the theory of evolving business model 3 Propose findings and advices based on study results as references for the traditional industries The results show that there are five main factors to keep brick industries operating in Taiwan: 1 They keep enhancing their resources and capabilities by improvement of manufacturing equipments or developing other areas to keep their business models dynamically evolving 2 They make good use of resources provided by government For example they hold the establishment of certifications for green building materials or cultivate talents with cultural creativities by subsidies from government 3 They import external organization and resources including their participations in trade associations or volunteer organization 4 As customer-oriented industries they focus on improving product qualities and promoting customization to facilitate production 5 Although they have extended new values and propositions they still stick to their original businesses as manufacturing building material