金門陶瓷廠成立於民國五十二年，為金門縣政府所屬之公營事業單位，由於中華民國已於九十一年元月一日起，正式加入世界貿易組織(WTO)，在面臨自由化、民營化、國際化及全球化的環境，又逢全球金融風暴效應，經濟景氣跌落谷底，加之大陸低價陶瓷之入侵，導致市場競爭日烈之壓力下，陶瓷廠深受衝擊，以往之優勢不復存在，造成競爭力低落，營運年年虧損之窘境，再造重整，刻不容緩。
觀諸一個成功的企業，必須擁有一套有效的經營模式，才能構築企業關鍵成功因素(Key success factor)，本研究係以金門陶瓷廠為研究對象，用描述性個案研究法(Descriptive case study)，試以Hamel(2000)提出之經營模式架構，從核心策略(Core strategy)、策略性資源(Strategic resource)、顧客介面(Customer interface)及價值網路(Value network)等四個構面，探討陶瓷廠之經營模式，藉由全面檢視，分別對產業及陶瓷廠提出經營建議。
經由本研究之分析，提出對陶瓷產業之策略建議為：1.經營模式最重要者首推價值網路，結合策略性資源，構築關鍵性成功因素。2.透過產品不斷創新，運用彈性而靈活的資源配置，建立其獨特性與差異性，才能擁有市場佔有率，建立永久競爭優勢；對陶瓷廠之策略為：1.建立事業使命、願景與核心信念，以凝聚員工向心力。2.進行組織再造，改善經營體質，有效提昇活動構造。3.善用「官窯」品牌及「形象」優勢，加強行銷。4.強化顧客介面的經營模式，建立顧客關係動態。5.強化各經營模式各要素之搭配性，以創造利潤，建立競爭優勢。

Kinmen Porcelain Factory was founded in 1963, which is a publicly-operated business unit owned by Kinmen County Government. Since January 1st, 2002, when Taiwan became a member of WTO, Kinmen Porcelain Factory has confronted the environment of liberalization, privatization, internationalization, globalization, and the economic slump due to global financial crisis effects. What''s more, it has been threatened by porcelain imported at a low price from mainland China, which made its vantage disappear, market competition ability lost, and revenues in deficits. Business reconstruction should be done in no time.
From the observation of a success enterprise, we realize it takes a set of effective business model to build those key success factors. Via descriptive case study, Kinmen Porcelain Factory is the subject of this research. Based on the business model structure of Hamel (2000), we discuss porcelain factory''s business model from the following four phases: core strategy, strategic resource, customer interface, and value network to respectively propose suggestions for the industry and porcelain factory by doing a full-scale review.
This research proposes the following results about business strategy. For the porcelain industry: 1. Value network is above all among the business models combined with strategic resources to construct key success factors. 2. To possess market share and lasting competitiveness advantage, an enterprise must keep on refreshing products and employing resource allocation to have uniqueness and make distinction. 3. Making good use of "official kiln" and "image" vantage to strengthen marketing. 4. An enterprise should beef up the business model of customer interface and build customer relation development. 5. Strengthening the collocation of all the factors in the business model to make profit and competitiveness advantage.

第一章 緒論 1
1.1 研究背景與動機 1
1.2 研究問題與目的 1
1.3 研究程序 1
1.4 論文章節與結構 2
第二章 陶瓷產業之現況分析 4
2.1 台灣陶瓷工業的現況 4
2.2 陶瓷產業之分類 4
2.3 市場規模與產值 5
2.4 藝術陶瓷競爭分析與經營問題 11
第三章 文獻探討與研究設計 14
3.1 五力分析 14
3.2 資源基礎理論 17
3.3 競爭策略 27
3.4 經營模式 35
3.5 營運績效 39
3.6 研究架構 41
3.7 研究變數 41
3.8 研究方法 43
第四章 個案研究與分析 44
4.1 沿革 44
4.2 組織概述 44
4.3 人力資源概況 45
4.4 陶瓷廠營運策略分析 48
4.4.1 核心策略 48
4.4.2 策略性資源 51
4.4.3 顧客介面 56
4.4.4 價值網路 60
4.5 策略與資源間之活動構造分析 62
4.6 顧客介面與策略間之顧客利益分析 66
4.7 資源與價值網路間之公司界線分析 67
4.8 整體策略評估 68
4.8.1 傳送顧客利益的效率 69
4.8.2 經營模式的獨特性 70
4.8.3 經營模式各項要素的搭配程度 70
4.8.4 利潤推進器 73
第五章 結論與建議 74
5.1 結論 74
5.2 建議 80
參考文獻 82

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