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研究生： 蔡宗賢
Tsai, Chung-Hsien
論文名稱： 設計驅動之品牌競爭優勢發展策略：以長益設計公司為例
Design-driven strategies for developing brand competitive advantage: A case study of Chang-Yi Design Company
指導教授： 羅明琇
Lo, Ming-Shiow
口試委員: 陳冠儒
Chen, Kuan-Ju
陳彥君
Chen, Yen-Chun
成力庚
Cheng, Li-Keng
學位類別： 碩士
Master
系所名稱： 商學院 - 經營管理碩士學程(EMBA)
Executive Master of Business Administration(EMBA)
論文出版年： 2026
畢業學年度： 115
語文別： 中文
論文頁數： 47
中文關鍵詞： 家具產業 、設計思維 、模組化系統 、策略行銷 4C 、商業模式畫布 、策略矩陣
外文關鍵詞： Furniture Industry, Design Thinking, Modular Systems, Strategic Marketing 4C, Business Model Canvas (BMC), Strategic Matrix
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    • 台灣家具產業自 1970 年代起，憑藉卓越的代工（OEM）實力於國際市場奠定基礎 。然而，隨全球經濟結構轉型，傳統製造業正面臨「紅色供應鏈」低價競爭、數位轉型引發的通路變革、少子化導致的勞動力斷層，以及資訊透明化促使產品生命週期縮短等嚴峻挑戰 。在市場需求由「多量少樣」轉向「少量多樣」的客製化長尾模式下，如何在維持生產效率的基礎上建構敏捷營運機制，已成為後疫情時代企業永續生存之戰略核心。本研究聚焦於「長益設計」，探討其如何由傳統製造端成功轉化為具備設計驅動力的品牌端典範與其獨特定位。
    為精準剖析個案公司之策略軌跡，本研究建構「內外兼修」之診斷框架：
    一、整合規劃端（策略矩陣）：運用司徒達賢（2005）之策略矩陣分析法，透過「六大策略構面」與「八大功能活動」的交叉檢核，評估策略之內部、外部與動態一致性 。
    二、內部營運端（BMC 畫布）：採用商業模式畫布（Business Model Canvas），系統化釐清核心資源、關鍵活動與價值主張之配置邏輯。
    三、外部市場端（4C 架構）：導入邱志聖（2020）之策略行銷 4C 架構，由「買方觀點」出發，探討企業如何極小化顧客之交換成本 。
    本研究發現，長益設計之成功在於成功將「設計思維」轉化為具備護城河效益之競爭優勢 ：
    一、價值主張重塑：以「顧客旅程」為核心，開發模組化家具並結合異材質混搭美學，有效平衡客製化需求與生產效率 。
    二、交易成本優化：透過 MIT 產地證明與知名實績降低「道德危機成本（C3）」；並藉由模組化系統建立「專屬陷入成本（C4）」，構築系統性競爭門檻 。
    三、資源整合效應：將品牌端之數位行銷實力與母公司之製造根基深度整合，達成市場分層與完整覆蓋之戰略布局 。
    本研究透過長益設計之實務路徑，證實傳統製造業邁向品牌化轉型時，策略一致性（Consistency）之重要性。未來建議個案公司可進一步強化數位化4C工具以極小化資訊搜尋成本，並擴大策略矩陣之廣度，透過開放模組接口與關鍵夥伴達成協同設計，以深化「服務化製造」之護城河效益。

    Since the 1970s, the Taiwan furniture industry has established its foundation in the global market through exceptional Original Equipment Manufacturing (OEM) capabilities. However, following the structural transformation of the global economy, traditional manufacturing faces severe challenges, including low-price competition from the "Red Supply Chain," channel shifts driven by digital transformation, labor shortages due to declining birthrates, and shortened product lifecycles caused by information transparency. As market demand shifts from "high-volume, low-variety" to a "low-volume, high-variety" customized long-tail model, establishing an agile operational mechanism while maintaining production efficiency has become the core strategic focus for corporate sustainability in the post-pandemic era. This study focuses on "Chang-Yi Design" to explore its successful transformation from a traditional manufacturer into a design-driven brand paragon.
    To precisely analyze the strategic trajectory of the case company, this study constructs a diagnostic framework integrating internal and external perspectives:
    1. Integrated Planning (Strategic Matrix): Utilizes the Strategic Matrix Analysis by Seetoo (2005) to evaluate the internal, external, and dynamic consistency of strategies through the cross-examination of "six strategic dimensions" and "eight functional activities".
    2. Internal Operations (Business Model Canvas): Employs the Business Model Canvas (BMC) to systematically clarify the configuration logic of core resources, key activities, and value propositions.
    3. External Market (4C Framework): Adopts the Strategic Marketing 4C Framework by Chiu (2020) to explore how enterprises minimize customer exchange costs from a "buyer’s perspective".
    This study finds that the success of Chang-Yi Design lies in its ability to transform "Design Thinking" into a competitive advantage with a protective moat effect:
    1. Reshaping Value Propositions: Centered on the "Customer Journey," the company developed modular furniture integrated with cross-material aesthetics, effectively balancing production efficiency with customization needs.
    2. Optimizing Exchange Costs: Utilizing "MIT" (Made in Taiwan) certification and prestigious project track records to reduce "Moral Hazard Costs (C3)"; furthermore, establishing "Specific Assets/Switching Costs (C4)" through modular systems to build systemic competitive barriers.
    3. Dual Synergistic Effects: Deeply integrating the brand’s digital marketing capabilities with the parent company’s manufacturing foundation to achieve a strategic layout of market segmentation and comprehensive coverage.
    Through the practical path of Chang-Yi Design, this study confirms the vital importance of "Strategic Consistency" when traditional manufacturing transitions toward branding. It is recommended that the case company further strengthen digital 4C tools to minimize information search costs (C2) and expand the breadth of its strategic matrix. By opening modular interfaces for collaborative design with key partners, the company can deepen the moat benefits of "Servitization of Manufacturing".

    謝辭 I
    摘要 II
    Abstract IV
    第一章 緒論 1
    第一節 研究背景與動機 1
    第二節 研究目的 2
    第二章 文獻探討 4
    第一節 策略矩陣分析法 4
    2.1.1　策略矩陣分析法（Strategic Matrix Analysis）概述 4
    2.1.2　策略矩陣之縱軸 – 六大構面 5
    2.1.3　策略矩陣之橫軸 – 八大要素 6
    第二節 商業模式畫布（Business Model Canvas, BMC） 8
    2.2.1　商業模式畫布（BMC）之關鍵要素 8
    2.2.2　商業模式畫布（BMC）之核心價值 9
    第三節 策略行銷理論與 4C 架構 10
    2.3.1　策略行銷的核心概念 10
    2.3.2　4C 架構 10
    第三章 個案介紹 14
    第一節 台灣家具製造產業與市場環境 14
    第二節 長益設計公司簡介與創立背景 16
    3.2.1　組織脈絡與傳承架構 16
    3.2.2　核心營運項目 17
    3.2.3　目標市場與客群結構 17
    3.2.4　目標市場與客群結構 17
    3.2.5　長益之長短鏈複合式供應鏈佈局 18
    3.2.6　長益複合式操作之策略效益 19
    3.2.7　通路策略與去長鞭效應之整合分析 20
    3.2.8　垂直整合與敏捷製造（Agile Manufacturing） 22
    3.2.9　供應鏈上游之協同優化 22
    3.2.10　通路策略 22
    3.2.11　品牌資產與數位轉型佈局 23
    3.2.12　國際獎項與全球市場能見度 25
    3.2.13　品牌協同效應 25
    3.2.14　品牌力對人才招聘與組織資本之貢獻 25
    第三節 產品應用與品牌核心價值 26
    3.3.1　核心技術資產的轉型：從工藝到系統化美學 26
    3.3.2　精準解決營運痛點：全生命週期的維度優化 26
    第四章 個案分析 28
    第一節 策略矩陣分析 28
    4.1.1　策略邏輯與一致性檢核（六大構面評估） 28
    4.1.2　經營實態與資源佈局（八大要素分析） 30
    4.1.3　小結 32
    第二節 BMC 商業模式畫布 32
    第三節 4C 架構 35
    4.3.1　C1 外顯單位效益成本：長益之競爭策略 35
    4.3.2　資訊搜尋成本(C2) ：長益設計之資訊搜尋優化策略 37
    4.3.3　道德危機成本(C3) ：長益設計之信任機制建立 38
    4.3.4　建立專屬陷入成本(C4) ：長益設計之品牌護城河策略 40
    第五章 結論與建議 43
    第一節 研究結論 43
    5.1.1　策略一致性是轉型成功的基石（策略矩陣觀點） 43
    5.1.2　商業模式價值（BMC 觀點） 43
    5.1.3　降低交易成本是建立客戶黏著度的關鍵（4C 觀點） 43
    第二節 管理建議與實務應用 44
    第三節 未來研究建議 44
    參考文獻 46
    一、中文文獻 46
    二、英文文獻 46

    一、中文文獻
    司徒達賢（2019）。《策略管理新論:觀念架構與分析方法》（第三版）。臺北：元照。
    巫立宇 & 邱志聖（2021）。《銷售與顧客關係管理》（第二版）。臺北：新陸書局。
    邱志聖（2020）。《策略行銷分析：架構與實務應用》（第五版）。臺北：元照。
    中金院 人財育成中心（2022）。《商業工具實戰解說》。
     
    二、英文文獻
    6Wresearch. (2024, December 31). Taiwan home furniture market (2025–2031): Trends, outlook & forecast. https://www.6wresearch.com/industry-report/taiwan-home-furniture-market
    Dataintelo. (2025, January 6). Dining chairs market report: Global forecast from 2025 to 2033. https://dataintelo.com/report/dining-chairs-market
    Dezeen. (2017, May 12). HAO Design converts 1980s townhouse into furniture shop and cafe in Taiwan. https://www.dezeen.com/2017/05/13/hao-design-conversion-1980s-house-taiwan-furniture-shop-architecture-cafe/
    Dojo Business. (2025, June 16). How much does it cost to design a restaurant? https://dojobusiness.com/blogs/news/how-much-cost-design-a-restaurant
    ensun. (2026, January 19). Top 11 furniture companies in Taiwan (2026). https://ensun.io/search/furniture/taiwan
    Osterwalder, A. & Pigneur, Y. (2010). Business Model Generation. Wiley.
    PDI Taiwan. (2024, October 31). Taiwan home office furniture manufacturers. https://www.pdihome.com
    Research and Markets. (n.d.). Taiwan home furniture—Market share analysis, industry trends & statistics, growth forecasts (2025–2030). https://www.researchandmarkets.com/reports/5529576/taiwan-home-furniture-market-share-analysis
    Restaurant Furniture.net. (n.d.) Restaurant Layout & Design. https://www.restaurantfurniture.net/restaurant-design
    Retail Design Blog. (2018, April 4). BiteToEat restaurant by HAO Design, Taipei City, Taiwan. https://retaildesignblog.net/2018/04/04/bitetoeat-restaurant-by-hao-design-taipei-city-taiwan/
    Sentient Furniture. (2024, March 5). Restaurant furniture layout guide for the upscale venue. https://sentientfurniture.com/blog/restaurant-furniture-layout-guide/

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