國內營造廠規模體質良莠不齊，工程規模多變與複雜，加上規模零散，無法有效充分掌握產業環境及資源分配，以面對產業環境變遷與衝擊，營造業如何對環境的適應能力及經營策略作定位與適當的決策，往往是營造業創造繼續競爭優勢的所在。以2017年為例，國內綜合營造業共10,455家，其中丙級營造廠6,679家，佔全部營造廠64%，其生存更形險峻，因此丙級營造廠在此競爭環境下更需要採取適當之經營策略。
台灣營造業大多為小型營造業，經營現況及規模有著區域性及特有營運市場，因此本研究藉由提升建築技術的核心價值作為經營的藍海策略。本研究重點如下：
1.營造業經營管理要達到成功之經營績效，專業技術核心價值能力是不可缺的，尤其是機械設備與技術人力投資。
2.國內中小型營造業經營投資採取特定區域、特定業主及保守經營等特性；忽略供需市場快速變化，唯有運用策略管理及營建管理的知識，提升決策品質。
3.營造業可藉由經營管理分析掌握符合市場需求的建築技術，改善經營環境之變化，提升競爭優勢、增加競爭門檻，創造出較少競爭對手市場的藍海構想策略。
4.藍海策略不只是創造市場，而是考量三大面向，包含顧客價值主張(Value proposition)、利潤主張(Profit proposition)與人員(People proposition)主張；中小型營建業看重的應該是未開發的市場空間和新需求。
5.國內多數中小型營造業仍抱持著傳統經營型態，仰賴密集勞力生產及機具為主，對於環境環境敏感度較低，因此更應提升具備專案管理能力及採購發包策略，對於公司資源的優勢劣勢有著不同的方針策略。

Taiwan’s construction sector businesses vastly vary in terms of scale and quality, with ever changing complications. Businesses are dispersed and it is difficult to fully manage the sector’s environment and properly allocate resources in response to the sector’s environment change and impacts. The adaptability of businesses, their operating market positioning and relevant strategies, are often the key for businesses within the sector to maintain competitiveness. In 2017, the total number of domestic construction businesses was 10,455. Among those, 6,679 were class “C” certified, occupying 64% of all construction businesses. For these class “C” certified businesses, competition is fierce choosing the right business strategy is vital for its survival.
Most of Taiwan’s construction businesses are small in size. Management and scale are heavily territorial and dependent on special markets. Thus, this study utilizes the enhancement of construction techniques as management’s “Blue Ocean Strategy”. The focuses of this study are as follows:
1. In order for construction businesses to achieve successful efficiency and performance, the value of core expertise is vital, especially the investment of machinery and technicians.
2. The management of domestic medium-small businesses focuses on specific locations, specific clients and conservative business models. They are oblivious to the rapid changes of the supply market, using strategic management and operation knowledge to refine management decisions.
3. Construction businesses can utilize management analysis to acquire construction techniques that the market demands and improve in competitiveness, raising the bar and forming Blue Ocean Strategy that results in less competitors.
4. Blue Ocean Strategy not only creates markets, but takes into consideration of 3 main elements, including client value proposition, profit proposition and people proposition; medium-small businesses should focus on discovering new markets and new demands.
5. Most domestic medium-small businesses still keep to traditional business models, relying on intense labor and machinery production, with little concern for the environment. Thus, these businesses should increase project management skills as well as procurement strategies, to re-allocate the company’s resources in different management directions.

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