房地產廣告代銷業是台灣房地產最大特色，它為想經營建築開發者提供一個訓練的平台，其主要業務是替建築開發者提供市場資訊、擬定廣告策略及行銷計劃執行。在經營者策略意圖下，經營者會將資源作最有效配置，當累積足夠的資源及能力養成後，在外在產業環境配合下，即積極轉型為建築開發業，轉型後有些成功有些卻被淘汰，其中差異值得作研究。本研究從企業內部的資源基礎觀點為依據，探討房地產廣告代銷業轉型為建築開發業的影響因素。
本研究從企業資源、核心能力、競爭策略三個構面討論房地產廣告代銷業有那些重要企業資源及核心能力而形成競爭優勢，在轉型為建築開發業後依其所擁有企業資源、核心能力與競爭策略相關性作探討，經篩選高雄區二家成功轉型公司及二位專業人士訪談，獲得以下結論:
一、房地產廣告代銷業之核心資源為1.人力資源2.商譽3.組織資源，且無形資源重於有形資源。
二、建築開發業之核心資源為１.財務資源2.土地資源3.人力資源，與廣告代銷不同是有形資源重於無形資源。
三、房地產廣告代銷業之核心能力除了經營管理能力外，以1.研展能力2.行銷能力3.廣告企劃能力最為重要，且三者缺一無法形成綜效。
四、建築開發業之核心能力為1.經營能力2.研展能力3.財務管理能力4.營建管理能力。
五、影響轉型的核心資源為1.財務資源2.人脈3.人力資源４.組織資源，影響轉型的核心能力為1.經營管理能力2.研展能力3.財務能力4.人力資源管理能力。
六、建築開發業核心資源、核心能力與競爭策略之相關性：採差異化策略較注重研展能力及設計能力，低成本策略較注重成本控制能力及行銷能力，集中焦點策略較注重經營能力、研展能力、財務規劃能力及營建管理能力；不同策略搭配不同資源及能力，才能達到競爭優勢。

Real estate advertisement sale-agent (REASA) is the most characteristic in Taiwan real estate industry. REASA serves as a training platform for those who want to be a housing developer because its major business for housing developers is to provide services of market information, advertising strategies planning and marketing plan execution for housing developers. Under tactical intention, REASA management will arrange its resources efficiently to proactively transform its business into housing developers if the industry environment suits the conditions. After transformation, some REASAs succeeded but the others failed. The variation among those is worthy to be studied. This paper bases on REASAs’ internal resources to explore the impact factors of REASA transforming into housing developer.
This paper will go through 3 perspectives, namely business resources, core capability and competitive strategies to discuss what kind of business resources and core capability that REASA have and how those become competitive advantages. I will study 3 elements of business resources, core capability and competitive strategies that relied by REASA transforming into housing developer. After researching of 2 successfully transformed companies in Kaohsiung and interviewing 2 professionals, the conclusion is made as below,
A. The core resources for REASA are: 1. Human resource; 2. Goodwill; 3. Organization resource. Moreover, invisible resource is more valuable than visible resource for REASA.
B. The core resources for housing developer are: 1. Financial resource; 2. Land resource; 3. Human resource. The difference from REASA is that visible resource is more valuable than invisible resource for housing developer.
C. Apart from operation management capability, the core capabilities for REASA are: 1. Research & Development; 2. Marketing; 3. Advertising executing. These 3 are the most important factors and comprehensive effect cannot be produced if one lacks.
D. The core capabilities for housing developers are: 1. Management; 2. Research & Development; 3. Financial management; 4. Construction management.
E. The core resources for transforming impact are: 1. Financial resource; 2. Relationship connection; 3. Human resource; 4. Economic resource. And the core capabilities for transforming impact are: 1. Operation management; 2. Research & Development; 3. Financial capability; 4. Human resource management.
F. The correlation among core resources, core capabilities and competitive strategies are: Differential strategy is to emphasis more on Research & Development and Design capabilities; Low-cost strategy is to focus more on cost control and marketing capabilities; Focus strategy is to stress more on operational, Research & Development, Financial planning and Construction capabilities. Different resources and capabilities are utilized subject to different strategies in order to reach competitive advantages in the industry.

論文提要 iii
中文摘要 iv
Abstract v
致謝詞 vi
目 錄 vii
表目錄 ix
圖目錄 x
第一章 緒論
第一節 研究背景及研究動機 1
第二節 研究目的及研究問題 3
第二章 文獻探討 4
第一節 資源基礎觀點 5
第二節 核心能力 10
第三節 競爭策略 16
第四節 企業轉型 22
第三章 研究設計
第一節 研究流程及架構 28
第二節 研究方法 30
第三節 研究對象 36
第四節 研究限制 37
第四章 產業介紹及個案研究
第一節 高雄市房地產廣告代銷業介紹 38
第二節 高雄市房地產建築開發業介紹 46
第三節 高雄市房地產代銷業轉型建築開發介紹 55
第四節 Ａ廣告代銷公司轉型Ａ建築開發公司個案資料 59
第五節 Ｂ廣告代銷公司轉型Ｂ建築開發公司個案資料 66
第五章 結果與分析
第一節 房地產廣告代銷業、建築開發業之企業資源 69
第二節 房地產廣告代銷業、建築開發業之核心能力 74
第三節 影響廣告代銷業轉型為建築開發業之企業資源、核心能力 77
第四節 建築開發業之企業資源、核心能力與競爭策略之相關性 81
第六章 結論與後續研究建議
第一節 結論 86
第二節 後續研究建議 88
參考文獻 89
附錄一 92

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三、網站部分
1.不動產管理網站(http://www.ytland.gov.tw)
2.台灣房地產研究中心網站(http://www.housing.nccu.edu.tw)
3.行政院國家科學委員會- 林清河-策略管理(http://www.nsc.gov.tw/_newfiles/popular_science.asp?add_year=2006&popsc_aid=26)
4.波特之競爭策略(http://www.geocities.com/SiliconValley/Lab/1568/poter.htm?20073)