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題名:台灣中小型能源技術服務企業經營策略發展歷程之研究:以A公司為例
作者:王翠蘭
作者(外文):WANG, TSUEY-LAN。
校院名稱:輔仁大學
系所名稱:商學研究所博士班
指導教授:李天行
謝邦昌
學位類別:博士
出版日期:2020
主題關鍵詞:行銷轉型能源技術服務業跨業轉型需量反應marketing transformationenergy service company (ESCO)cross-industry transformationdemand responseESgator
原始連結:連回原系統網址new window
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本研究以傳統家族式中小企業—A公司為研究標的,以該個案公司三十年間順勢成局、乘勢創局為本研究脈絡起點,以轉型後的「能源科技」公司面貌,在台灣能源技術服務業中,不斷成長創新的轉型過程,歸納出各轉型階段,領導人的核心信念與公司的策略樣態、轉型程序與具體作為之關係。
並對新興的能源技術服務產業進行回顧,探討台灣能源技術服務業的發展歷程,再透過產業代表性議題,對參與之能源技術服務企業進行專家調查,彙整後,以此中小企業跨產業轉型案例,與能源技術服務產業中的企業經營現況之研究發現,提出對中小企業轉型與對ESCO企業經營策略的核心建議如下:
1.領導人終身學習且學用合一,是中小型企業跨業轉型的重要因素,以創值為核心的營運思維,是企業能跨越產業藩籬,造勢創局的關鍵。
2.欲多角化擴大經營版圖,初期以子公司型態獨立運作,是區隔財務風險的可行作法。
3.依ESCO企業規模與特質,朝專業ESCO、節能設備商與Super ESCO三類,分別以競合策略、支援合作策略與協合策略進行技術精進與經驗擴增。
4.以Super ESCO為首,約定協作模式,統整專業ESCO成果,運用物聯網與人工智慧估算技術,聚合節能成果,因應需量反應與碳權交易,創造新的整合式能源技術服務商機。
The traditional family-owned small and medium-sized company-A has been adopted as the research target, and this case study utilizes the target company's 30-year success and trend creation as the starting point. Then the company A has been transformed to energy technology business successfully through the process of continuous growth and innovation in order to summarize the relationships among the core beliefs of company leaders, the company strategies, business migration processes, and the specific actions taken according to the different transformation phases of company A in Taiwan ESCO industry.
This study also reviews this emerging industry that is in line with global environmental protection trends, and then conducts expert surveys of participating energy service companies through expert interviews and representative topics. After completion of the case study on the cross-industry transformation of SMEs and the current status of business operations in the energy technology service industry, the core recommendations for the transformation of SMEs and the business strategy of Taiwan's integrated energy service companies are summarized as follows:
1. The primary factors for the cross-industry transformation of small and medium-sized enterprises are the leaders' lifelong learning and the integration of learning and practice. The operating thinking that takes value creation as the core is the key for enterprises to cross industry barriers and create momentum.
2. A subsidiary should be set up initially and operate independently in order to diversify and expand the business territory is a feasible way to separate financial risks.
3. According to the scale and characteristics of the ESCOs, three categories are classified as the professional ESCO, energy-saving equipment manufacturers and Super ESCO. The competition strategy, support cooperation strategy, and cooperation strategy would be adopted to enhance technical skills and experience expansion.
4. A leading Super ESCO with collaborative agreement model and integration of professional ESCO results should be required. The Internet of Things and artificial intelligence estimation technology would be used to aggregate energy-saving results, and respond to demand response and carbon rights transactions in order to create new integrated energy technology service business opportunities.
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