近年台灣房市在工料雙漲與央行「第七波選擇性信用管制」政策下，市場進入「量縮價穩」盤整，中長期呈現「價漲量縮」格局。在具「相信品」特質的預售屋市場中，地方型建商如何建構競爭優勢成為存續關鍵。本研究以具土木技師專業背景之「FC 建設」為對象，運用商業模式畫布（BMC）盤點其資源導向型價值主張，並結合邱志聖（2001）之「策略行銷分析 4C 架構」，剖析其如何透過降低買者知覺總成本以提升交換效率。
本研究採質性個案研究法 ，對6 位具營建背景或地緣性之已購客進行深度訪談。實證結果顯示：
 外顯單位效益成本（C1）：堅持精華地段選址與技師專業監管，極大化「感知效用」分母 ，有效對沖外部政策引發的財務成本衝擊。
 資訊搜尋成本（C2）：透過「地段即廣告」與社群媒體主動揭露施工實錄以消弭買者評估負擔。
 買者道德危機成本（C3）：藉「管理者現場化」建立履約信譽；更因積極修繕交屋後非主體保固範疇，展現超越合約期待之「同理仁慈心（Benevolence）」，最大化降低道德危機成本。
 專屬陷入成本（C4）：透過客製化變更與即時售服建立關係資產專屬性，促使已購客輸出個人社會信譽，將後端C4 轉化為新客之C2 信任捷徑，觸發高效口碑循環。
研究結論指出，「4C 架構」的交叉布局與協同綜效，是地方型建商在市場調整期展現韌性與品牌溢價的深層原因。針對個案公司推案規模邁向中大型集合住宅之擴張階段，提出三項具體經營建議：第一，因應高齡化趨勢，延伸土地開發與營建強項，將觸角跨域開拓如銀髮產業價值鏈 ；第二，制度化售後服務，建議成立物業管理公司以延續口碑複利；第三，建構組織制度化管理與品管傳承機制，擺脫「人治依賴」，以達成企業永續經營目標。

Under pressures of rising costs and the Central Bank's "Seventh Wave of Selective Credit Control," Taiwan's real estate market has entered a "declining volume and stable price" consolidation phase. In this "credence goods" presale market, building competitive advantages is vital for local developers. Focusing on "FC Construction," founded by a professional civil engineer, this study utilizes the Business Model Canvas (BMC) and Chiu’s (2001) "4C Framework" to explore how the company enhances exchange efficiency by reducing buyers' perceived total costs.
Using a qualitative case study, this research conducted in-depth interviews with six buyers. The empirical results show:
 Buyer Cost / Buyer Utility (C1): Adhering to prime locations and professional engineering supervision maximizes "perceived utility," hedging against policy shocks.
 Information Searching Cost (C2): Leveraging "location as advertisement" and disclosing construction logs on social media eliminates buyers' evaluation burdens.
 Moral Hazard Cost (C3): On-site management builds fulfillment credibility; post-handover repairs exceeding contractual duties demonstrate "benevolence," minimizing moral hazard costs.
 Asset Specificity (C4): Customized changes and immediate after-sales service forge relationship asset specificity, prompting buyers to export personal reputation and transforming back-end C4 into a C2 trust shortcut that drives efficient word-of-mouth cycles.
The study concludes that the synergy of the 4C framework fosters resilience and brand premium during market adjustments. As the case company expands toward medium-to-large collective housing, three business recommendations are proposed: (1)extend land and construction strengths into the silver industry value chain to counter population aging; (2) establish a property management company to institutionalize after-sales service and sustain word-of-mouth; and (3) build institutionalized management and quality inheritance mechanisms to overcome dependence on personal governance, achieving sustainable operations.

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