在全球邁入服務經濟時代的發展趨勢下，服務創新成為產業新興的熱門課題。過去以製造業為主體的台灣企業，也意識到產值和毛利不斷被壓縮，以及製造業和服務業的界線日趨模糊的現象。為了獲取長久的競爭優勢，不少製造業者已體認到，過去在成本、技術與品質上的領先已無法提高產業附加價值，因此必須向價值鏈兩端延伸，利用創新服務來為產品增加附加價值，而這也成為現今製造業的致勝關鍵。 過去文獻對於服務創新的議題已有不少研究，主要是在探討企業發展創新服務的過程與策略考量，或是研究服務創新的發展模式，抑或是服務創新專案。此外， 關於製造業推動服務化方面，只有少數在探討產業轉型及經營策略與模式，但更少有探討製造業服務化發展內涵之個案研究。因此本研究利用深入訪談的個案研究法，針對推動服務化發展的製造業廠商，探討其服務創新概念如何產生與服務創新的內涵，並輔以核心能耐的觀點，來探討製造業服務化專案的推動與組織核心能耐建構之關係，以提供未來有意推動服務化發展的台灣製造業廠商作為參考。 本研究的結論如下： 1.製造業廠商在和客戶接觸的過程中，會根據本身對內外部環境背景知識的了解，「主動」創造客戶的需求，提供差異化的加值服務，並建立與客戶間的夥伴關係。 2.製造業廠商推動服務化時，在服務範疇上會考慮往供應鏈上下游延伸，以及發揮本身的優勢功能；在作法上則會以提供客戶「一次購足」與「完整解決方案」的服務為主。 3.製造業廠商在推動服務化的發展方案時，會進行跨部門的組織運作，並且透過教育訓練和跨域合作的方式，培養員工新的專業知識與技能。 4.製造業廠商推動服務化時，若本身的事業知識越豐富，則越能洞悉產業的發展趨勢，此外，若是其擁有更完整的市場知識，則有助於提出創新的服務概念。 5.製造業廠商推動服務化時，不管是創造新的實體系統，或就原有的實體系統進行整合與建構，都會強調資通訊科技的輔助效果。而企業對於技術知識的掌握度越高，則越有助於服務創新的發展。 6.製造業廠商推動服務化時，會以「創新」作為組織新的價值觀與企業文化。 關鍵字：製造業服務化、服務創新、核心能耐 / In the trend of global development of service economy, service innovation has become an emerging hot topic of industries. Taiwanese companies, the main part of which are manufacturing industries in the past, also realize the phenomenon that the income and gross margin are deceasing, and the difference between manufacturing and service industries has become blurred. In order to gain long-term competitive advantages, some manufacturing firms has noticed that being in the lead of cost, skill and quality during the past is unable to enhance the value-added of industries. Therefore, they think it is a must to extend their activities to both ends of the value chain, and then to gain value-added on products by using service. However, this has become the key to success for present-day manufacturing industry. In the past, most researches related to service innovation mainly focus on the process and strategic level of innovative service development, the developing model of service innovation, or projects on service innovation. Besides, regarding the servitization of manufacturing firms, only a small number of studies focus on investigating the transformation of industry and operational strategy and models, but there are fewer case studies on servicizing development of manufacturing industry. Therefore, this study focuses on the intension of service innovation of servicizing manufacturing firms by means of thorough interview and case study. Besides, this study is auxiliary by the perspective of core competence to explore the relationship between servitization of manufacturing firms and the construction of organizational core competence, and aims to provide a reference for Taiwanese manufacturing firms which purpose to develop servitization in the future. The preliminary research findings include: 1.Manufacturing firms will “positively” create customers’ need during contact with customers in terms of their background knowledge of internal and external environments, provide differential value-added service, and develop partnership with customers. 2.Manufacturing firms will consider extending their service to the up- and down-stream of supply chain, or bring their superior function into service development when driving the development of servitization. And the way they do is to provide their customers with service of “One-stop Shopping” and “Total Solution” via front- and back-end systems and service providers. 3.Manufacturing firms will proceed on trans-departmental organizational operation when driving the development of servitization. And they train their employees to have professional knowledge and skills through educational training and interdisciplinary collaboration to drive the service innovation. 4.The more industrial knowledge the manufacturing firms have, the more insights into the industrial trend they have. Besides, it will be help to bring up ideas about innovative service if companies know well about their markets. 5.When manufacturing firms drive the servitization, no matter what to create a new physical system or integrate the original physical systems to a new one, the auxiliary effect of ICT is emphasized. And the more technical knowledge they have, the more chances of innovative service development they will find. 6.“Innovation” is regarded as a new value and enterprise culture when manufacturing firms drive the development of servitization. Keywords: Servitization of Manufacturing, Service Innovation, Core Competence

隨著時代腳步、消費者生活水準的提升，鞋子的消費意義，從原先保護雙腳的功能，逐漸演變成時尚及品味的象徵，在此過程中，企業必須迎合顧客觀念，不斷地重新定義銷售概念，創造持續性之成長動力。而台灣整體鞋品零售市場面臨了材料與結構科技發展的階段性發展瓶頸，加上資訊流通速度加快，使得各大品牌都能輕易取得相近的設計與材料資源，致使商品同質性越來越高。為了突破這樣的市場現況，唯有結合最新科技與公司既有之各項優勢，並提供最新的科技服務銷售流程，重新定義鞋品零售的流程與概念，才能創造全新的顧客價值以及擴大與競爭者的距離。 本研究採個案分析法，首先針對個案公司內、外部環境加以分析，找出經營上的優勢、劣勢、機會與威脅，並利用SWOT分析法加以研擬可行之經營策略。本研究建議個案公司可以透過E-fitting系統之導入，進一步延伸出「顧問式行銷、足部醫療、電子商務、博物館、品牌併購」之策略計畫方向。E-fitting系統之導入可以有以下之特性，簡述如下： (一) 滿足合腳、個人化與保健三大需求，為消費者創造更高的商品價值。 (二) 建構包含「體驗、參與感與客製鞋品」的感性知識型經濟與消費趨勢。 (三) 提升門市服務之效能、品質、專業度，進而提升個案公司之品牌形象。 (四) 推動網路購物平台之發展，降低退、換貨的成本及顧客困擾。 (五) 直接面對顧客，察覺需求，提高產品開發之預測準確性與速度。 (六) 建立實體與虛擬雙通路，擴大顧客介面及族群範圍。 (七) 系統化之服務架構、方法與知識，利於國際複製。 / As the improvement of people’s living standards, the meaning of footwear to customers has been shifted from protective moving tools to a symbol of fashion and taste. During this evolving process, companies must meet the customer needs by continuing redefine the sale concepts of footwear, thus create a sustaining growth curve. In the case of Taiwan’s footwear retailing industry, the companies are facing the bottlenecks in the material and technical development. Also due to the fast flow of information, major brands of footwear can easily obtain and use similar resources and materials, the result is that the footwear in the market has become very identical and lack of differences. In order to break this situation, one of the solutions is to combine the latest technology and the core advantages of the company, and to construct a new service process with this innovated technology. By redefining the sale process and concepts of footwear retailing industry, the company can create a new value to customers and distance the gap between competitors. This thesis adopts the case study method. First of all the study analyzes the internal/external environment, followed by the SWOT analysis to identify the strengths, weaknesses, opportunities and threats, and finally developed several possible strategies. This study suggests that the case company can adopt the E-fitting system, and further develop the strategies of consultant marketing, foot care, e-commerce, museums, and brand acquisitions. The main strategy of E-fitting system has the following characteristics: 1. Meet the major needs of fitting well with feet, personalization, and health care, providing customers with higher product value. 2. Construct a perceptual knowledge-based economy and consumption trends, including experience, participation and customization. 3. Increase the service efficiency, quality, and degree of profession in the store, thus increase the brand image of the case company. 4. Promote the development of online shopping platform, and to decrease the cost of exchange and return of footwear sold. 5. Recognize the needs of customers when directly contacted, thus improve the predictive accuracy and speed of development. 6. Establish the dual distribution channels, broaden the scope of customer group. 7. Systematize the framework, methods and knowledge of service, thus increase the possibility of international replication.

Service is provided through the application of service systems, which consist of clients and service providers that interact to co-produce value. However, because of the complexity of the management and modeling of people, technologies, knowledge, activities, processes, intentions, organizations, and wide range of types of service systems, formal representation and modeling of service systems is still in its initial stage. There is a need for a clearer understanding of service systems and the capabilities required for excellent service operation and continuous service innovation. The objectives of this study are three-fold: (1) to understand the required capabilities of service systems, (2) to examine service systems using different classifications, and (3) to explore the capabilities of service systems. This study establishes a comprehensive understanding of service systems, service components, different classifications of service systems, and required capabilities of service systems through qualitative media analysis and multiple case studies. The findings of this study are: (1) Service systems components are organized into four major parts: service provider, service client, service controller, and service supporting components. (2) Ten service systems classifications are constructed through the six classifying dimensions of customer participation, communication time, information richness, intimacy, customization, and delivery by ICT (information and communication technology). (3) Five service systems capabilities: integration, customization, technology optimizing, innovation, and learning, are proposed. (4) Six types of service systems are found when exploring the capabilities of service systems. Each type of service systems acts differently to acquire different capabilities. (5) The relationships between classifying dimensions and capabilities are delineated. Capabilities can be influenced by different classifying dimensions This study provides a structural framework for organizing business opportunities, as well as management implications for service systems management.