在全球化競爭及科技進步日新月異的環境下，傳統產業面臨競爭力下降，獲利空間不斷被壓縮的窘境。企業被迫重新思考其經營策略以因應外在環境的變化。本文之目的在於探討傳統五金製造廠商應如何進行策略變革以突破其經營困境。本文以一家傳統五金製造廠商為例，分析傳統企業如何藉由改變其經營策略再創商業生機。透過五力分析與SWOT分析探討個案公司如何擬訂新的經營策略。再輔以DCF 評價模型評估個案公司在新的經營策略下是否能提升其永續經營價值。 本研究發現(1)個案公司目前的企業模式經營價值不高的原因為:大量的客制化產品的接單模式，造成所有的資訊傳遞需要有效率且快速處理以便累積知識庫以供研究發展及生產改良，否則將造成管理成本過高；還有複雜的產品線沒有有效的分配定位並擬定策略執行。(2)個案公司新企業模式及經營策略變革重心在強化研發技術的創新管理，自有設計品牌的推廣，「小量多樣的設計品牌」推廣至舊市場，搭配舊產品改良設計至新市場發展(中國大陸東南亞等)，一方面可解決設計研發成本過高問題，一方面並可賦予舊產品新的生命力。(3)若個案公司能應用新的企業模式，發貨倉庫的設立，樣品中心的設立，「夢想起飛家」團隊的成立，「貿易採購服務部」的成立，應可顯著提高企業價值。 In the environment of global competition and rapid-changing technology, traditional industries are in a plight of worsened competitiveness and profitability. It is an imperative that enterprises have to re-consider their management strategies to cope with the changes of the environment. This study aimed to investigate how traditional hardware manufactures changed their strategies in order to make a breakthrough in management. This study used a traditional hardware manufacturer as an example to analyze how traditional enterprises re-created business opportunities by changing the management strategy. Furthermore, this study used 5 force analysis and SWOT to analyze how the company in the case formulated a new business strategy and utilized DCF evaluation model to assess whether the company could promote its sustainable management value with the new one. This study discovered that (1) the value of the company in the case under the current business model was not high because: large amount of order of customized product caused that the all information needed to be passed rapidly and effectively for the accumulation of knowledge, for R&D and for the improvement of production, otherwise the management cost would be too high; it did not effectively assign and position complicated product lines, and did not formulate and implement strategies; (2) the emphases of the new business model and management strategy of the company in the case were strengthening the innovation management of R&D technique, promoting private brands, promoting “small-amount and diversified private brands” to the old market, and promoting old products with improved design to new markets (China, South-East Asian Nations etc.); on one hand, the problem of high cost of design and R&D could be solved, on the other hand, old products would have new energy; (3) if the company in the case could apply a new business model, set up a distribution warehouse, a sample center, a team of “Dream Builder”, and a “service center of trading and procurement,” then the value of the enterprise will be significantly enhanced.
