本個案主角RON從經營射出成型設備的經銷代理開始，秉持著服務客戶與解決客戶問題的經營理念，追求共利互好。經過20年的努力，士耀國際(MORGLORY INTERNATIONAL)已發展成為一家具有一定規模的國際企業。在朋友的推薦下，RON認識了Hexagon Ragasco的瓦斯桶並了解到台灣瓦斯產業的現況，因此決定投身瓦斯產業。他希望透過推廣安全防爆的容器，提升民眾的使用安全，並創造一個安心的使用環境。於是在2013年成立了旺來瓦斯。
在經營旺來瓦斯(WANTLIGHT Gas)的過程中，RON堅持人本的經營理念，帶領組織經歷擴張與轉型。他積極運用數位工具與流程再造，並鼓勵員工與客戶共同參與，致力於將傳統瓦斯行業推向創新的商業模式。本論文採用哈佛個案研究方法，通過該個案的發展來呼應實務與理論的結合，讓讀者能從中獲得啟示，學習如何在傳統產業面臨轉型與挑戰時，透過數位化和流程再造，深入理解客戶需求，從而提升公司的競爭力。

In this case study, the protagonist, RON, began his career as a dealer and distributor of injection molding equipment, adhering to a management philosophy centered on serving customers and solving their problems, with a commitment to mutual benefit. After two decades of dedication, MORGLORY International has evolved into a sizable international corporation. Prompted by a friend's recommendation, RON acquainted himself with Hexagon Ragasco's gas cylinders and became aware of the current state of Taiwan's gas industry, which led him to enter the gas sector. His aim was to enhance public safety through the promotion of explosion-proof containers, thereby creating a safer usage environment. Consequently, in 2013, he founded WANTLIGHT Gas. Throughout his management of WANTLIGHT Gas, RON maintained a people-centric business philosophy, leading the organization through expansion and transformation. He actively utilized digital tools and process reengineering, encouraging participation from both employees and customers, committed to steering the traditional gas industry towards innovative business models. This paper employs the Harvard case study method to explore the development of this case, illustrating the integration of practice and theory. It provides insights for readers on how, in the face of transformation and challenges in traditional industries, understanding customer needs through digitalization and process reengineering can significantly enhance a company's competitive edge.

[1] 挪威銳氣公司(Hexagon Ragasco AS)由奧斯陸證券交易所上市公司。
https://hexagonragasco.com/
[2] 內政部不動產資訊平臺；經濟部能源局（天然氣用戶數）；經濟部（能源局）液化石油氣氣源流向申報資料（收集日期111/5/5）。
https://km.twenergy.org.tw/Knowledge/knowledge_more?id=9201
[3] 郵務國內包裹交寄國內包裹有無重量及大小之限制，中華郵政。
https://www.post.gov.tw/post/internet/Customer_service/index.jsp?ID=16020306&defaultAllOpen=1&sn=44FC8098-55C1-4204-8D3E-AB4499467D00
[4] 疑似職業病案例－搬運重物引起下背傷害（物流業），勞工安全衛生研究所。
https://criteria。ilosh。gov。tw/iLosh/wSite/ct?xItem=37194&ctNode=327&mp=3
[5] Helfat, C. E., & Peteraf, M. A. (2003). The dynamic resource-based view: Capability lifecycles. Strategic Management Journal, 24, 997-1010.
[6] 莊春發，2011，「統一定價」與「競爭機制」的比較分析－臺灣液化石油氣產業的實證。應用經濟論叢，93-136。