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

從顧客觀點探討製造業服務化:從OEM/ODM到OBM / If we look back at the history of Taiwan’s industry, the main characteristic of its development over the past 60 years has been the appearance of OEM / ODMs. However, due to the shrinking profits of OEM / ODMs, manufacturers are seeking new ways to transform themselves. Therefore further research into the increasingly blurred boundaries between manufacturing and services and the concept of “servitization” is essential. Some companies in Taiwan have successfully transformed from a low-profit path by following a value-added path and transforming themselves from OEM/ODM to OBM. This paper focuses on a study of three OBM companies who were once OEM/ODM manufacturers, but expanded into the role of “customer-oriented services” and explored their capability to transition between OEM/ODM and OBM. This paper uses a case study methodology and research on these three OBM companies. It will investigate two findings. Firstly, when transforming from OEM/ODM into OBM the process of servitization, is made up of four stages that represent the different roles of the end customers in the process of servitization. Roles like imitation, exploration, inspiration, and aspiration. Secondly, when transforming from OEM/ODM into OBM in the process of servitization, there are four main capabilities needed to develop; customization capability, new value proposition, organization redesign, and new trading norms. This thesis seeks to make two specific contributions to the discussion of servitization. Firstly, this research will concentrate on consumer goods, rather then capital goods like with previous literature concerning servitization and focusing less on the changes from products to “Back-end services”. Secondly, it will seek to give manufacturers with a desire to develop into an OBM company clear paths to follow. So manufacturers can adjust their own strategies to the specific situation and environment they face.

國際經濟環境的變遷脈動與發展趨勢，牽動我國產業未來發展方向，在全球產業環境日益變遷下，台灣未來將朝「製造業服務化、服務業科技化與國際化、傳產業特色化」之「三業四化」產業策略來發展，其中在「製造業服務化」，則以產品為中心的製造轉為以服務為中心導向的思考模式，製造業者不再只是單一產品供應者，而是提供一系列滿足客戶需求的服務，透過服務來凸顯產品差異化，進而增加客戶的黏密度，創造更高的附加價值。製造業服務化就是製造業為了獲取競爭優勢，將價值鏈由以製造為中心向以服務為中心轉變。 面對愈來愈多企業重視「服務化」的議題，台灣製造業也應改變經營策略，從產品製造導向轉變為服務導向，才能在激烈的全球化競爭中永續生存。趕上產業升級轉型的世界潮流，台灣已有不少成功執行製造業服務化的業者，在高科技產業中最為成功的案例，就是從10幾年前就力行服務化的台積電。而製藥業中，葡萄王生技從傳統製藥業，一路走向生機飲料生產到成為生物科技公司，也是非常成功的例子。再看傳統工業製造中，素有扣件王國之稱的台灣，在握有全球龐大扣件市場之後，更有多家公司積極轉型為服務業，成功跨入醫療器材產業。 本論文以T藥廠為例，分析從傳統學名藥製造廠，經歷了毛利下降導致虧損的改組轉型，初步降低成本，對藥證、客戶、業務員、工廠原物料、包材去蕪存菁留存重點，轉虧為盈，進一步朝服務化轉型，建立品牌學名藥、強化研發實力、拓展各項專注領域、人文與科技平衡、開創國際化新局，成就穩定的營收金流，現今以落實藥品劑型便民化、藥品便民包裝、製造搭配業務、行銷、跟診服務、專業代工接單製造、In-licensing & out-licensing、建立大客戶關係管理體系提供客戶全面解決方案及產業一條龍的再造：研發、製造、銷售、服務的服務化作為，未來進一步全面轉型製造業服務化的願景為佈局全球市場，包含製造國內自營或外銷產品、代理國外藥品進口或出口、接單國際藥廠委製訂單，同時朝新藥研發邁進，以T藥廠既有強項著手新劑型平台藥品開發、新覆方藥品開發及臨床試驗、新療效適應症臨床試驗查登等，最終朝新成分新藥開發邁進，成為一全球性大藥廠。

2008年全球金融海嘯之後，製造業隨著產品的生產變成大批量定制方式，產品的利潤空間越來越受到擠壓，而服務價值所佔的比重需求越來越大，因此服務的增值變成傳統製造業所追求的重點，而逐漸形成製造與服務相融合的新產業形態－服務型製造。服務型製造商向客戶提供的不僅僅是產品，還包括產品的服務，或整體解決方案，也包括圍繞產品生產的各類服務。 透過本研究所設計中國大陸製造業服務化問卷調查，收集到 205 家企業總經理或總經理指定的發言人的意見。以產業組織理論中著名的「結構－行為－績效模型（Structure－Conduct－Performance Paradigm, SCP）」理論，做為製造業服務化的模型，並以結構方程模型(SEM)作為實證工具，檢驗五個假說： H1：製造業環境因素影響製造業服務化需求程度 H2：市場結構集中度愈大，製造業服務化需求程度愈小 H3：企業愈重視製造業服務化，其品牌形象則愈高 H4：製造業服務化程度愈高，則銷售業績會提高 H5：企業品牌形象愈高，則銷售業績會提高 實證結果顯示H1及H4不成立，而H2、H3及H5成立。由假說二成立顯示市場結構和製造業服務化之間存在負向關係，意即市場集中度愈小的廠商愈有傾向採行製造業服務化，而影響是否採行製造業服務化的因素。假說三及假說五的成立說明製造業服務化對銷售業績並未有直接關連，而是透過影響品牌形象後而增加銷售業績，因此存在著間接關係。 而造成製造業服務化與經營績效的因果關係之關鍵因素，本研究實證指出產品複雜度為市場結構構面中影響最大的因素；製造業服務化構面則以品牌行銷影響力最大，至於品牌形象構面因素中以公司形象最具影響力；而業績銷售構面則以營業淨利及營業額成長同樣重要。

如製造業欲實行製造業服務化概念，第一步總是最難決定。因此，這項研究的目的是提供台灣扣件產業對於製造業服務化概念，一個實際採行內容分析。本研究採用動態能耐和作業性能耐為主要兩大構面的一個研究框架，這是由Gebauer等人在2012）所發展的分析框架。本研究探討企業如何在開始抓住機遇，感測機遇和重新配置企業資源。這項研究希望能發現有關企業如何運營再結構化組織企業能耐以支撐企業戰略。對作業面能耐，重點在於企業文化，績效評估系統，人力資源，創新過程和組織結構。 動態能耐和作業性能耐作為本研究中的框架。動態能力可以分為三個部分，感知和形狀的機會和威脅，抓住機遇，通過加強和重新配置企業的無形資產和有形資產，以保持競爭力。在這項研究中，發現是該產品為導向的製造商只有在創建關鍵資源的價值和再分配融入企業文化。此外，產品為導向的生產廠家應建立在製造業和非製造業部門的評估程序。在另一方面，以結果為導向的製造商重新分配所有資源的組織中為他們的客戶提供卓越的使用體驗，還建立了一套服務面和非服務面衡量績效指標系統。此外，結果為導向的製造業會執行的品牌建立和通路經營的，支持企業戰略。此外，台灣扣件產業能夠了解自身擁有的能耐之餘，並知悉如何踏實地實行製造業服務化。 有兩個理由說明這項研究的標的，選擇台灣扣件產業。首先，扣件產業在台灣擁有完整從上下游完整供應鏈。其次，其中在台灣一些扣件製造廠商已經成功執行製造業服務化，以加強於非價格競爭的競爭力。研究結果可分為，從能耐的角度具體探討執行內容，產品導向的服務以及結果為導向的服務之間的實際經驗。此外，這項研究指出兩種類型的產品服務化系統之間的相似與相異的能耐。 然而，這項研究的限制是，它僅選擇扣件產業。未來的研究方向可能會選擇其他行業的情況下，試圖找出這些行業中，對於製造業服務化，所需要能耐的相似性及長期觀察下，能耐擁有是否改變。 / As manufacturer adopts servitization to add value by adding services on their current value chain, the first step is always the hardest one. Thus this research aims to offer Taiwanese fastener industry insights to develop servitization. Moreover, it studies and recognizes what the key capabilities are that companies should have. This research uses the dynamic capability and operational capability, which were developed by Gebauer et al (2012) as the analytic framework. This research explores how enterprises initiate in seizing opportunities, sensing opportunities and reconfiguring corporate resources from dynamic capability perspective. Within the interview, this research hopes to discover findings on how business operations support corporate strategy. The research interview focuses on corporate culture, performance measurement systems, human resources, innovation process and organizational structures of operational capability perspective. There are two reasons why this research is focused on Taiwan’s fastener industry. Firstly, the fastener industry in Taiwan has a complete supply chain from upstream to downstream with an industry cluster. Secondly, some traditional industries such as fastener industry have adopted servitization to enhance the competitiveness for non-price competition. The results of the interviews include the capabilities that servitized companies have with the capability framework. Furthermore, the findings include practical experiences between product-oriented service and result-oriented service from capability perspective. This research also identifies the differences and similarities capabilities between two types of product-service system. Dynamic capability and operational capability are used as a framework within this research. Dynamic capability can be divided into three parts, to sense and shape opportunities and threats, to seize opportunities, and to maintain competitiveness through enhancing and reconfiguring the business enterprise’s intangible and tangible assets. During this research, the findings were that that product-oriented manufacturers only integrate corporate culture in value creation and reallocation of the key resources. In addition, product-oriented manufacturers should establish procedures for evaluation on manufacturing and non-manufacturing departments. On the other hand, the result-oriented manufacturers re-allocate all resources among the organization for a superb usage experience for their customers and also establish a set of service and non-service performance indicators for measurement systems. Additionally, the result-oriented company executes brand building and operates channels to support corporate strategy. Also, the Taiwanese fastener industry can ensure their own company's capabilities and understand how to perform servitization practically. However, this research focuses on the contents of capabilities that the companies initiate for servitization. The restriction of this research is that it only chooses the fastener industry. Future research directions may choose other industries as cases and try to find out similarities of capabilities for servitization among those industries.