隨著全球化經濟之微利時代來臨，人口紅利不斷消失，能源成本不斷上升，加上技術化、數位化之革新正不斷衝擊著傳統之化工企業。競爭壓力日益增加，許多企業紛紛將生產重心遷移至人力資源較為低廉之地區。因此，如何才能提升企業之獲利，讓企業可以繼續生存並永續發展，已經成為產業界共同之議題。為此，本研究以探討某化工公司在發展之歷程，透過商業模式之「顧客價值主張－關鍵資源－關鍵流程－利潤公式」理論架構分析，以瞭解個案公司從初創期、創新期到擴展期之商業模式發展、策略選擇與未來趨勢。研究發現個案公司在初創期是以關鍵資源與關鍵流程為驅動力，帶動其商業模式之發展；其次，在創新期透過以獲利模式為導向之規劃來創造與維持高利潤，快速成長與創新；現今個案公司在擴展期最為強調顧客價值主張，透過工廠整合，以成本共管、獲利共享之目標來邁進。
With the advent of meager profit age of globalized economy, demographic dividends disappear and energy costs rise. Traditional chemical enterprises are impacted by technological and digital innovation. The increasing competitive pressure has led many enterprises to shift their production focus to low-cost areas. Therefore, it is a critical issue that enterprises can continue to survive and be sustainable development by improving business profits. To this end, this study explores the development of a chemical company. Through the business model consisting of customer value proposition, key resources, key processes and profit formula, the study aims to understand the business model development, strategic choice and future trend of the case from the start-up stage, the innovation stage to the expansion stage. The study found that in the start-up stage, the case drives the development of its business models emphasizing key resources and key processes. In the innovation stage, the case emphasizes profit-oriented, creating and maintaining high profits, rapid growth and innovation. Finally, in the expansion stage, the case emphasizes customer value proposition, strides into the goal of factory integration, and profit sharing.
