隨著中國大陸爆發性的經濟增長，在中國市場二十多年來，預拌混凝土已經成為一種大宗建築材料出售的商品，不僅推動著建築業蓬勃發展且生產規模也不斷的持續擴大。而高效率和低能耗的特性，更決定了預拌混凝土行業的發展趨勢。而在經濟快速發展的同時，預拌混凝土也因為市場競爭激烈，逐漸形成產能過剩的情況。因此，想要在這激烈的產業環境中生存下來，如何善用企業自身的優勢及劣勢的補強，已成為商品混凝土企業主要的關注焦點。 研究目的係為針對預拌混凝土企業J公司所面臨的瓶頸或困難，通過策略分析，提出初步的轉型升級方案。分析工具包括SWOT和商業模式。 本研究提出了一系列的策略方案，包括短期生存和中長期發展兩塊。考慮到季節性市場波動和行業特定因素，短期生存策略側重於採購活動，而中長期發展策略則將J公司從獨立混凝土供應商轉變為與主要水泥製造商緊密結合的伙伴關係，利用水泥製造商的市場力量，有效發揮其在建築行業中通路的作用，並針對該策略進行可行性分析。;Complementing the phenomenal economic growth in the Mainland China, ready-mixed concrete has become a commodity in the Chinese market for over two decades, fueling its booming construction industries, which has been growing in scale. The need for higher efficiency and lower energy consumption has also dictated the development of the ready-mixed concrete industry. Parallel with the rapid economic growth, heated competition in the ready-mixed concrete market has gradually turned it into a market with excessive capacity. Therefore, how to exploit one’s advantages while strengthen one’s weaknesses to survive and to thrive in the Red Ocean, has become the primary concerns of a commodity concrete enterprise. This study aims to tackle the problem facing a ready-mixed concrete producer, Company J, and attempts to derive at a plan facing its development problems, through strategic analysis. Analysis tools including SWOT and the business model canvas are employed. This study proposes a portfolio of strategies, including a short-term survival and a mid- to long-term development strategies. The short-term survival strategy focuses on the procurement activities, taking into account the seasonal market fluctuations and industry-specific factors. The development strategy transforms Company J from an independent supplier of ready-mixed concrete, into a tightly-coupled partnership with a major cement manufacturer, taking advantage of the market power of the cement producers and playing the role of its manufacturing arm. A feasibility study of the proposal is also conducted.
