| Abstract: | 本論文係採取個案分析方式，目的在探討個案公司初進入ESCO市場，如何在傳統經營模式挫敗後改變經營策略，進而突破經營之困境，達成預期之目標。ESCO服務過程中，須有多方角色介入專案，如政府(能源局)、財團法人(綠基會)、第三公正單位(學校或ESCO協會)、融資(銀行)、客戶及廠商等角色，故本研究選擇以競合策略之價值網模型，來分析個案公司經營策略差異帶來的變化。本研究運用競合策略之PARTS模型探討個案公司所採取之策略，是否為改善公司經營之有效策略。在改變參賽者之策略，因新參賽者金屬中心長期輔導金屬產業，與產業界之關係良好，節能服務訊息會直達決策者，由決策者下令執行，執行單位相對配合度提高，因而提高成案率，為改善公司經營之有效策略。改變範圍之策略，由金屬中心協助篩選較具節能觀念及較具節能空間之客戶群，因客戶對於節能方案較為積極，且規畫之節能效益較為顯著，明顯提高成案率，為改善公司經營之有效策略。提升附加價值策略，因提供免費能管中心建置之服務，由金屬中心具名推廣此專案計畫，除舉辦推廣說明會外，並積極取得相關政府補助計畫，提高客戶意願進而提高成案量，為改善公司經營之有效策略。在改變戰術策略，改變既有工程計價模式，完全依實際節能效益計價收費策略，轉嫁節能效率不彰之風險至個案公司，提高客戶信任度，且因雙方利益共享機制，雙方積極合作提高節能效率及毛利率，故為改善公司經營之有效策略。而與其他競爭者進行合作之策略，因無實際效益產生，非為改善公司經營之有效策略。
This thesis case study ways to take aim at the beginning of the case company to enter the ESCO market, although with optoelectronic manufacturers for technical cooperation, the ESCO industry peers brands, technology and capital advantages, but still can not get customers in the market recognition , the company after eight months of effort just to get a contract, operational trouble, far below both the planning objectives, in collaborative projects through a key, and a review of internal business strategy, operations and gradually into the right track, case we will analyze how the company self-change.Past obstacles ESCO industry research or statistical information, much less to blame government incentives or financing difficult such factor, but in government grants and incentives SME energy service guarantee loans, ESCO industry were not to be reinvigorated. And ESCO service process, there must be multiple roles involved in the project, such as government (NEA), Foundation (Green Foundation), a third party units (schools or ESCO Association), finance (banks), customers and vendors and other roles, in this study, the value chosen opetition network model to analyze the case company business strategy changes brought differences and factors, and the use of game theory Players, Added Values, Rules, Tactics, Scope model of the case company have taken important transformation strategy is to improve the plight of the company effective strategy. Concluded that adding metal Industry Development Research Center as a partner, narrow target range of customers, and to enhance the added value of energy efficiency according to the actual valuation fees are effective strategies to improve the Company's operations, and strategic partnerships with other competitor has yet there are success stories, pending subsequent efforts to overcome this predicament. |
