本研究是以個案質性分析方式，探討專注於客製化資訊軟體服務的I公司。I公司商業模式原是以專精的產業知識來為客戶顧問分析並進行大型客製化軟體系統開發。這樣以大型客戶客制化為核心的模式雖然營收穩定，但背後卻也限制了成長彈性及發展其他業務的可能性。客製化專案開發期長、成本高、人力需求大，新業務開發容易受到這樣的資源限制。而隨著市場變化加速及中國競爭對手的崛起，公司不得不思考新的發展方向。在過去，I公司靠為大型製造業量身打造軟體系統來建立穩定的客群和獲利，而鑑於現在市場趨勢開始走向快速產品導入的解決方案，這也迫使I公司必須重新檢視自己的經營策略。
在這樣的背景下，本研究以I公司為個案案例，運用商業管理領域的理論和分析工具，以破壞式創新的RPV框架為核心，從I公司的營業模式、外部市場環境到內部資源分配，全面分析其經營狀況，並提出如何調整的策略。研究過程亦把生成式AI技術的納入探討論，例如使用AI來協助資訊的收集與整理、知識管理及決策的支援，以期進一步提升資訊分析整合的效率，讓生成式AI能在企業活動流程裡，發揮其輔助作用。
在本研究中可發現，I公司在推動產品化的過程裡，常會碰到諸如市場敏感度不夠、組織內部對變革有不同的想法，還有短期績效壓力和長期發展目標之間的拉扯的問題。而針對這些狀況，本研究提出一系列可採取的措施建議，包括加強市場研究、調整市場定位、整合內部資源、推動組織調整，結合新技術應用、以及專注發展特定領域的產品服務。冀望這樣的建議能為I公司接下來的創新轉型發展提供參考，同時也能讓身處轉型階段的企業，有實際經驗可以借鏡。

This study adopts a qualitative case analysis approach to examine Company I, an organization specializing in customized information software services. Traditionally, Company I’s business model has focused on leveraging its deep industry expertise to provide consulting and develop large-scale, customized software systems for its clients. While this emphasis on serving major clients through tailored solutions has delivered stable revenue, it has also constrained the company’s flexibility for growth and limited the potential to diversify into new business areas. Customized project development typically requires lengthy timeframes, substantial costs, and significant manpower, which in turn restricts the company’s ability to pursue new opportunities due to resource constraints.
As market dynamics have shifted and competitors from China have rapidly emerged, Company I has been compelled to explore new directions for growth. In the past, the company built a stable customer base and profitability by providing bespoke systems to large manufacturers. However, as the market increasingly favors solutions that can be quickly deployed, Company I has been forced to reassess its business strategy.
Against this backdrop, the present study uses Company I as a case example, applying management theories and analytical tools—particularly the RPV (Resources, Processes, and Values) framework from disruptive innovation theory—to comprehensively analyze Company I’s business model, external market environment, and internal resource allocation. The study aims to propose strategic adjustments to address current challenges. The research also explores the integration of generative AI technologies, for instance, using AI to assist in information gathering and organization, knowledge management, and decision support. The intention is to further enhance the efficiency of information analysis and integration, thereby allowing generative AI to play a supportive role within the company’s operational processes.
Throughout the research, it became clear that Company I, in its effort to shift toward productization, often encounters challenges such as insufficient market sensitivity, internal disagreements regarding change, and the tension between short-term performance pressures and long-term development goals. In response to these issues, the study offers a series of actionable recommendations, including strengthening market research, adjusting market positioning, integrating internal resources, driving organizational restructuring, adopting new technologies, and focusing on the development of specialized product and service offerings. It is hoped that these recommendations will provide valuable guidance for Company I’s ongoing innovation and transformation, while also serving as practical reference points for other companies undergoing similar transitions.

論文審定書 i
致謝 ii
摘要 iii
Abstract iv
目 錄 vi
圖 次 viii
表 次 ix
第一章 緒論 1
第一節 研究背景與動機 2
第二節 研究目的 3
第三節 研究方法 4
第二章 產業現況 5
第一節 台灣客製軟體產業成長狀況 5
第二節 商用軟體類型ERP、MES、工具軟體與專用領域服務軟體 7
第三章 文獻探討 11
第一節 破壞式創新理論 11
第二節 PEST分析 13
第三節 五力分析 15
第四節 SWOT 18
第五節 商業模式九宮格 20
第六節 VRIO 22
第七節 RPV(Resources, Process, Values)框架 23
第八節 賽局與納許均衡 26
第九節 雙元組織理論（Ambidextrous Organization） 30
第十節 Kotter's 8 Steps Process 31
第十一節 達克效應 34
第十二節 生成式AI於輔助商業決策的應用 35
第四章 研究方法 38
第一節 研究設計及方法 38
第二節 研究流程 41
第五章 研究成果 44
第一節 I公司經營與轉型分析 47
第二節 轉型策略及建議 70
第三節 轉型實做理論及方法應用 75
第四節 轉型挑戰與因應：優化並建立雙元組織架構 84
第五節 轉型挑戰與因應：以賽局剖析關鍵員工間的互動 89
第六節 專用領域服務軟體產品轉型之商業模式 95
第七節 流程與工法、工具的整合運用 98
第八節 新技術輔助轉型 102
第六章 結論與建議 108
第一節 結論 108
第二節 管理意涵與建議 109
第三節 研究限制與未來研究方向 112
參考文獻 114

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翁順裕 (2016)，擺盪在技術的深耕與探索之間：雙元性組織 .
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網路參考文獻：
IDC (2023)：2024年台灣軟體市場規模估年增7%
https://www.idc.com/getdoc.jsp?containerId=prAP51574923