臺灣博碩士論文加值系統

本論文嘗試發展出一套基於平衡計分卡，且適用於中小企業的產品服務系統策略發展方法。產品服務系統乃是與實體產品要素結合的一種創新的服務模式，並且亦為創意產業的一種形式。產品服務系統為產品服務化或者服務產品化的成果，其可藉由建立與消費者更加緊密的關係為企業創造附加價值。台灣政府試圖宣導此概念以幫助傳統產業轉型，然而，公司需要一套方法來加以評估與修正產品服務系統的作業方式，本研究的目的為嘗試滿足這些企業的需求。

本研究發展了一套產品服務系統策略發展架構並且以個案研究的方式進行了驗證。此架構的建構由產品服務系統設計方法的選擇開始，Methodology for product service system innovation與 PSS layer method為選定的方法，並且在其後進行了修改再與平衡計分卡結合以符合本架構的需求。本策略發展架構可提供企業發展與實施產品服務策略的參考之用。各企業構面由於實施產品服務系統所需的業務調整範圍可以使用本策略發展架構預測，本策略發展架構的主要功能即為讓企業可以對是否進入產品服務化或者服務產品化的領域進行可行性的評估分析。

This paper is an attempt to develop an applicable product service system(PSS) strategy development methodology for PSS implementation for SMEs in Taiwan with a focus on balanced scorecard(BSC). The PSS is a kind of innovative service model that integrated with physical elements and is also a form of creative industries. The generated PSSs based on the servitization or productization concept can create added-value for enterprises through building intimate consumer relationship. Taiwan government has been promoting the idea to meet the demand of the conventional industries transformation. However, companies need tools to assess the possibilities and adjust operations for entering PSS domains. Therefore this study tried to satisfy these demands of the firms.

This paper came up with a PSS strategy development structure and examined it through the case study from which obtained the development experiences in Taiwan. The construction of the structure began with selecting PSS design methods. The chosen methods which were Methodology for product service system innovation and PSS layer method were modified for better suitability. They were combined with BSC afterwards. The PSS strategy development structure produced by this research can provide PSS development and implementation suggestions for companies. The adjustments needed in different phases of the business operation can be measured by this structure. Ultimately, the PSS strategy development structure allows firms to evaluate the potential and feasibility of implementing developed PSS strategy.

Table of contents
CHAPTER I INTRODUCTION 1
1.1 BACKGROUND 1
1.1.1 Era of industry transformation 1
1.1.2 Servitization in creative industries 3
1.1.3 Servitization and Product Service System 3
1.1.4 Product Service System and Balanced Scorecard 4
1.2 MOTIVATION 6
1.2.1 PSS development demand 6
1.2.2 Existing research 7
1.3 OBJECTIVES ＆ SIGNIFICANCE 7
1.3.1 Objectives 7
1.3.2 Significance 7
1.6 RESEARCH STRUCTURE 9
CHAPTER II LITERATURE REVIEW 11
2.1 THE CONCEPT OF PSS 11
2.1.1 The definition of product and service in PSS 11
2.1.2 Definition of PSS and other related terms 12
2.1.3 The benefits of PSS strategy 16
2.1.4 The characteristics of PSS 17
2.1.5 The barriers of PSS 21
2.1.6 The applications of PSS 22
2.1.7 The development of PSS in Taiwan 23
2.1.8 Difficulties for SMEs to adopt PSS strategies 23
2.1.9 Alliances for SMEs to adopt PSS strategies 24
2.1.10 Interim summary 25
2.2 POLICY TREND OF PSS(EUROPE, AMERICA, TAIWAN) 26
2.2.1 Europe(Integrated Product Policy) 26
2.2.2 America(Product stewardship) 27
2.2.3 Taiwan(The Manufacturing Services Development Plan) 27
2.2.4 Interim Summary 29
2.3. PSS DESIGN METHODS 29
2.3.1 PSS design attributes 29
2.3.2 Process based approaches for PSS design 30
2.3.2 PSS Design Specific Usage Approaches 37
2.3.4 Interim summary 43
2.4 BALANCED SCORECARD AND STRATEGY MAP 46
2.4.1 Four perspectives of BSC 46
2.4.2 Strategy map visualization 48
2.4.3 Adopting BSC in SMEs 49
2.4.4 BSC usage on PSS implementation 52
2.4.5 Interim summary 52
CHAPTER III PSS STRATEGY DEVELOPMENT METHODOLOGY DESIGN 53
3.1 THE MOTIVES OF PSS STRATEGY IMPLEMENTATION 53
3.2 HOW TO DEVELOP THE METHODOLOGY AND USE BSC AS AN EVALUATION TOOL 54
3.3 THE METHODS CHOSEN FOR FORMING THE PSS STRATEGY DEVELOPMENT METHODOLOGY 55
3.4 EXPERIMENTAL STRUCTURES – STRUCTURE 1 AND STRUCTURE 2 56
3.5 DETAILED ELABORATION OF EXPERIMENTAL STRUCTURES 61
3.5.1 Phase 1 Current Balanced Scorecard analysis (the same in structure 1 and 2) 61
3.5.2 Phase2 exploring possibilities (partially different in structure 1 and 2) 62
3.5.3 Phase 3 PSS strategy generation (partially different in structure 1 and 2) 68
3.5.4 Phase 4 PSS Balanced Scorecard analysis( the same in structure 1 and 2) 72
3.5.5 Compare strategic objects ＆ initiatives 73
CHAPTER IV CASE STUDY 74
4.1 CASE STUDY SETUP 74
4.1.1 Target choosing criteria 74
4.1.2 Data collecting methods 74
4.1.3 Experimental structure analysis execution methods 75
4.1.4 Anticipated results 75
4.2 STRUCTURE VERIFICATION THROUGH CASE STUDY 75
4.2.1 Case introduction 75
4.2.2 Phase1 Current Balanced Scorecard analysis 78
4.2.3 Phase2 exploring possibilities (partially different in structure 1 and 2) 84
4.2.4 Phase 3 PSS strategy generation (partially different in structure 1 and 2) 94
4.2.5 Phase 4 PSS Balanced Scorecard analysis( the same in structure 1 and 2) 104
4.2.6 Comparison of current BSC and PSS BSC 109
4.3 FINDINGS AND FEEDBACK FROM THE CASE STUDY 112
CHAPTER V CONCLUSION 114
5.1 CONCLUSION 114
5.2 CONTRIBUTION 115
5.3 LIMITATION 117
5.4 SUGGESTIONS FOR FUTURE RESEARCHES 117
REFERENCES 119

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