近年來製造與服務界線日趨模糊，傳統製造業也因產業需求尋求轉型，而在製造服務化的發展過程中，產業價值鏈的轉變、顧客需求導向，在在影響各產業別的生態系統發展，面對新時代來臨，傳統產業如何適應新世代科技帶來的衝擊，繼續延續亮眼的成績？這正是本研究需要探討之處。
本研究擬透過個案研究法來探討並分析當前傳統產業之現況，蒐集企業個案各發展階段資料，利用商業模式分析、價值鏈分析、策略矩陣分析，由外而內，分析企業個案的市場定位價值，進而分析企業在產業中的價值活動能力，最後導列出策略行動以達成階段企業目標。
本研究歸納出以下研究發現：
一、具決策關鍵的價值鏈活動能力遞增，可建立彈性產線及增加產品整合能力，以達成資本投資費用化，核心能力彈性化等服務化策略目標。
二、建立商品設計模組化及製程作業標準化，可依成本優勢選擇自動化生產流程或託外製造，以創造產線擴增及產銷調度彈性，進而建立協力產線專業分工的群聚。
三、製造服務化的關鍵階段進程：規模經濟、內外部生產資源彈性整合、客製設計能力，製造服務化是實現品牌價值增值、增強核心競爭力的重要途徑。
四、品牌經營是超越商品的整體價值，產品的附加價值是隨著服務層次的延伸而遞增，如同微笑曲線一般，而品牌價值則來自客戶對企業的期許與信任，是超越單一商品所帶來的價值。
企業個案於製造服務化策略目標以提供「擴大價值鏈的服務」為主要方向，服務化進程是沿附生產價值活動中達成，而不是直接將服務行為當作為「商品」銷售，目的在於深化與客戶之間的關係，提高與其它同業之間的差異化程度。對企業內部的服務化目標，在於改造組織架構及整合外部供應鏈資源，將製造流程轉變成可彈性操作的財務空間，讓企業具有寬廣深厚的商品製造能力，但無來自製造資本(設備、人員)所造成的束縛限制。對企業外部的服務化目標，則為改變產品內容框架，將商品客製設計、需求整合、彈性生產等需求，跨界融合於客戶商品選單，創造以服務為主的商品模式。

In recent years, the boundaries between manufacturing and services have become increasingly blurred, and traditional manufacturing industries are also seeking transformation due to industrial needs. In the process of manufacturing servitization, changes in the industrial value chain and customer demand orientation are affecting the development of ecosystems in various industries. In the face of the advent of the new era, how can traditional industries adapt to the impact brought by the new generation of technology and continue to make outstanding achievements? This is exactly what this research needs to explore.
This study aims to explore and analyze the current situation of traditional industries through case studies, collect information on each stage of development of enterprise cases, use business model analysis、value chain analysis、strategy matrix analysis, to analyze the market positioning value of enterprise cases from the outside in, and then analyze the value activity capacity of enterprises in the industry, and finally guide how to take strategic actions to achieve the goals of enterprises at this stage.
This study concluded the following findings:
1. With the increasing capacity of value chain activities with key decision-making, flexible production lines and increased product integration capabilities can be established to achieve the strategic goals of service-oriented such as capital investment expenses and core capability flexibility.
2. Establish commodity design modularization and process operation standardization, and choose automated production process or external manufacturing according to cost advantages to create production line expansion and production and marketing scheduling flexibility, and then establish cooperative production line clustering.
3. The key stage process of manufacturing servitization: economies of scale (flexible integration of internal and external production resources (customized design capabilities, manufacturing servitization is an important way to achieve brand value appreciation and enhance core competitiveness.
4. Brand management - beyond the overall value of the product, the added value of the product is increased with the extension of the service level, like a smile curve, and the brand value comes from the customer's expectation and trust in the enterprise, which is beyond the value brought by a single commodity.
The main direction of the manufacturing serviceization strategy is to provide "services that expand the value chain", and the service-oriented process is achieved along the activities attached to the production value, rather than directly selling the service behavior as a "commodity", the purpose is to deepen the relationship with customers and improve the degree of differentiation with other peers, and the internal service-oriented goal of the enterprise is to transform the organizational structure and integrate external supply chain resources, and transform the manufacturing process into a flexible financial space. Let enterprises have broad and profound commodity manufacturing capabilities, but without the constraints caused by manufacturing capital (equipment, personnel). For the external service-oriented goal of the enterprise, it is to change the product content framework, integrate the needs of customized product design, demand integration, flexible production and other needs into the customer's product menu across borders, and create a service-oriented product model.

一、中文書目：
司徒達賢著（2019）。策略管理新論：觀念架構與分析方法（增訂三版）。台北市：元照。
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二、中譯書目：
Porter M. E.（2010）。競爭策略：產業環境及競爭者分析（第三版）（周旭華譯）。台北市：天下遠見。（原著出版於 1998）

三、期刊論文：
余佩儒, 陳信宏, & 溫蓓章. 2014. 製造服務化發展模式之研究. 臺大管理論叢, 25(1): 325-354.
邱文宏, 林宏嘉, 紀慧如, & 林建餘. 2015. 製造服務化策略與演化：以百大製造業公司為例. 科技管理學刊, 20(1): 1-27.

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四、其他：
行政院主計處。第九次修訂之「中華民國行業標準分類」M 類 74 小類第 7401。