復盛空壓－70年空壓機大廠，以系統節能築起品牌護城河

2025.09.06

復盛空壓－70年空壓機大廠，以系統節能築起品牌護城河

Fusheng – A 70-Year Compressor Giant, Building a Brand Moat Through System Energy Saving

「空壓機的應用無所不在，食衣住行育樂都有！」全球第四大、台灣第一大空壓機大廠復盛亞洲區總經理陳隆勛詳盡的說明，舉凡電影院4D噴氣座椅、牙醫噴槍、汽車洗車機、寶特瓶吹瓶機，都有賴空壓機來達成任務。


時間回到1953年，當時台灣工業仍在萌芽階段，工廠必備的空壓機全是國外品牌，國內還無能力自製，復盛創辦人李後藤，因曾在越戰時到越南修理空壓機，回國後便開起了小工廠，專門拆解與修理國外進口的空壓機，後來從維修跨入製造，產品涵蓋空壓機，以及冷凍、空調的冷媒壓縮機。


在台灣起家，復盛逐步進入中國及東南亞設廠，再以併購方式跨足美國及歐洲，成為佈局全球的跨國性壓縮機製造集團，如今在歐美亞非超過100個國家都有銷售服務團隊。走過72年，復盛專業扎根極深，培育不少好手，也促成產業內的創業能量，陳隆勛形容，「復盛是壓縮機的黃埔軍校！」目前檯面上的壓縮機公司幾乎都曾是復盛子弟兵。


現在，復盛更延伸觸角，以3家獨立公司跨足三大領域：空壓機本業復盛、全球最大高爾夫球球具代工廠復盛應用科技、IC導線架製造公司復盛精密工業，三大事業各自精采。


「復盛過去一直認為，只要產品好就有生意，沒有積極打造自己的品牌。」12年前加入復盛的陳隆勛，5年前接掌復盛亞洲區總經理，香港投資併購領域出身的他，開始為復盛這個傳統機械業注入品牌新思維。

“Air compressors are everywhere — in food, clothing, housing, transportation, education, and entertainment!” explained Mr. Chen, General Manager of Fusheng Asia, in great detail. From 4D jet seats in cinemas, dental spray guns, and car washes to PET bottle blow molding machines, all rely on compressors to get the job done.

The story goes back to 1953, when Taiwan’s industry was still in its infancy. At that time, all compressors required in factories were imported; there was no domestic capability to produce them. Mr. Lee, the founder of Fusheng, had repaired compressors in Vietnam during the Vietnam War. After returning to Taiwan, he opened a small workshop specializing in dismantling and repairing imported compressors. He later expanded from maintenance to manufacturing, producing not only compressors but also refrigerant compressors for refrigeration and air conditioning.

Starting in Taiwan, Fusheng gradually expanded into China and Southeast Asia by building factories, and later entered the U.S. and Europe through acquisitions, becoming a multinational compressor manufacturer with sales and service teams in more than 100 countries across Europe, America, Asia, and Africa. Over its 72-year history, Fusheng has deeply rooted its expertise, trained many top professionals, and spurred entrepreneurial momentum within the industry. As Mr. Chen describes it, “Fusheng is the Whampoa Military Academy of the compressor industry!” Almost every compressor company in Taiwan today has people who once worked at Fusheng.

Now, Fusheng has extended its reach through three independent companies in three major fields: compressors (Fusheng), the world’s largest OEM manufacturer of golf equipment (Fusheng Applied Technology), and IC lead frame manufacturing (Fusheng Precision Industry), each thriving in its own way.

“In the past, Fusheng always believed that as long as the product was good, business would follow. We never actively built our brand,” said Mr. Chen, who joined Fusheng 12 years ago and became General Manager of Fusheng Asia five years ago. With a background in Hong Kong’s investment and M&A field, he began injecting brand-new thinking into this traditional machinery company.

TEBA

跳脫硬體肉搏戰　打造系統節能方案

Breaking Free from the Hardware Price War: Creating Systematic Energy-Saving Solutions

　　打造品牌需先定位，復盛成立70多年來，首次調查顧客滿意度，本以為客戶選擇復盛的首要原因是產品好，沒想到結果讓他們意外，「客戶覺得我們的人很專業。」這讓陳隆勛意識到，專業服務才是復盛最大的優勢與品牌定位。

 

　　事實上，金融業出身的陳隆勛，早在5年前就嗅到ESG風潮。工廠前兩大耗電設備，就是空壓和空調，共占工廠總電量高達50%-60%，復盛同時擁有這兩大產品線，若能在節能上提供客戶更高的價值，品牌將更具優勢。「我們除了推出能效最高的機器，還能以整體角度為客戶設計節能方案，自詡為空壓、空調、冷鏈系統的節能專家。」


　　「只賣空壓機一直殺價沒有意義，」陳隆勛接手找來各部門好手，組了一個約10人左右的核心策略小組，針對復盛橫跨各產業的客戶，量身打造能源管理系統（EMS），協助客戶做節能，其中還包括手機APP服務，讓客戶可隨時連線，遠端監控機器狀況，甚至連他牌空壓機都能納入復盛APP一起監控。


　　復盛為客戶導入EMS以來，每年為台灣省下8,000萬度電，中國客戶節電更達4億度，「我們現在已經從一台一台的肉搏戰，進展到系統節能。」陳隆勛十分滿意，他深信搭上ESG和減碳熱潮，EMS不僅是復盛的進行式，也是能吃5到10年的未來式。

  Building a brand starts with positioning. For the first time in its 70+ years of history, Fusheng conducted a customer satisfaction survey. They initially thought customers chose Fusheng because of its good products, but the results were surprising: “Customers felt our people were highly professional.” This made Mr. Chen realize that professional service was Fusheng’s greatest strength and brand positioning.

  In fact, coming from the finance sector, Mr. Chen had sensed the rise of ESG five years ago. The two largest power consumers in factories are compressors and air conditioning, accounting for 50%–60% of total electricity use. Since Fusheng manufactures both product lines, offering higher energy-saving value could further strengthen the brand. “Beyond providing the most efficient machines, we design energy-saving solutions from a holistic perspective. We aspire to be the energy-saving experts of compressor, HVAC, and cold chain systems.”

  “Just selling compressors and engaging in endless price wars is meaningless,” said Mr. Chen, who formed a 10-person core strategy team, recruiting talents from various departments. Together, they developed tailored Energy Management Systems (EMS) for Fusheng’s diverse customer base, helping clients save energy. This even included a mobile app, allowing customers to monitor machine conditions remotely anytime, with the system capable of integrating not only Fusheng compressors but also competitors’ equipment.

  Since introducing EMS, Fusheng has saved Taiwan 80 million kWh of electricity annually and Chinese customers an additional 400 million kWh. “We’ve moved beyond fighting one machine at a time to advancing system-level energy savings,” said Mr. Chen, fully confident that EMS, aligned with the ESG and carbon reduction trend, is not only Fusheng’s present but also its future for the next 5 to 10 years.

品牌與經銷渠道　復盛兩道護城河

Brand and Distribution Channels: Fusheng’s Dual Moats

　　確立復盛的品牌定位後，再來是銷售網路。陳隆勛指出，復盛有兩大護城河，一是「品牌」，二是「經銷渠道」，當品牌力強大，就不再有議價問題，大家買東西時自然就會想到你；而經銷渠道則是讓客戶很容易買到產品、方便取得售後服務，「我希望復盛成為空壓機界的星巴克和麥當勞，星巴克是Premium品牌，麥當勞到處都有。」


　　在復盛的全球銷售網絡中，有很大一部分直銷團隊，比起經銷體系有更高的配合度和機動性。「在專業服務之外，復盛做得更多。」陳隆勛透露，疫情時印度各大城市管制嚴格，進出不易，復盛當地團隊排除萬難，幫客戶送物資進去，這是其他競爭對手難以企及之處，「這樣的革命情感讓他們願意持續支持復盛。」

  After clarifying Fusheng’s brand positioning, the next step was sales channels. Mr. Chen pointed out that Fusheng has two major moats: brand and distribution channels. With strong brand power, bargaining becomes less of an issue—customers naturally think of you first. Distribution channels ensure products are easy to purchase and after-sales service is convenient. “I hope Fusheng becomes the Starbucks and McDonald’s of compressors—Starbucks as a premium brand, McDonald’s with ubiquitous presence.”

  In Fusheng’s global sales network, a large part consists of direct sales teams, which offer higher flexibility and responsiveness compared to distributors. “Beyond professional service, Fusheng goes further,” Mr. Chen revealed. During the pandemic, strict lockdowns made access in major Indian cities extremely difficult. Yet Fusheng’s local team overcame obstacles and delivered supplies to customers, a feat competitors could not match. “This kind of camaraderie makes them want to keep supporting Fusheng.”

大打消費端廣告　目標關鍵指標客戶

Heavy Advertising to Consumers: Targeting Key Strategic Customers

　　陳隆勛另一個大膽舉動是刊登消費端廣告，這也是復盛成立70年來的頭一遭，「沒有人想過空壓機會打to C的廣告！」陳隆勛分析，其實復盛的商業模式比較像是B2B2C，儘管40歲以上的客戶幾乎都聽過復盛，但第一線的採購人員，可能是20多歲的年輕人，「我要打到最後那個C，讓他看過這個品牌，以後要買空壓機，就會選復盛。」


　　他趁過年返鄉人潮眾多之際，在高雄高鐵站刊登廣告，讓經銷商和直銷團隊穿上西裝，以專業形象登上高鐵站；接著又在台北捷運車廂刊登廣告，更贊助職棒統一獅，和職籃新竹攻城獅、桃園台啤永豐雲豹，讓這個傳產老牌在年輕新潮的運動賽事露面。此外，由於廣告刊登的地點與贊助球隊主場，都選在指標客戶必經之路，或鄰近競爭對手總部，也果真拿下不少關鍵客戶。


　　陳隆勛發現， 這些廣告對提升僱主品牌也很有幫助，年輕族群開始認識復盛，近年吸引不少人投履歷，其中不乏清大、台科大等高材生。總結5年的品牌成績，復盛也繳出亮眼表現，不僅年營收屢創歷史新高，台灣市占率更從30%大幅翻倍至65%。

  Another bold move by Mr. Chen was launching consumer-facing advertising — the first time in Fusheng’s 70-year history. “No one ever thought compressors would run ads to C-end customers!” he said. But Fusheng’s business model is closer to B2B2C. While most customers over 40 are already familiar with Fusheng, younger procurement staff in their 20s may not be. “I want to reach that final ‘C.’ Once they’ve seen our brand, when it’s time to buy compressors, they’ll choose Fusheng.”

  Taking advantage of the New Year travel rush, Fusheng launched ads at Kaohsiung High-Speed Rail Station, featuring its distributors and direct sales teams in suits to project a professional image. Next came Taipei MRT train ads, followed by sponsorship of professional baseball team Uni-President Lions, as well as professional basketball teams Hsinchu Lioneers and Taoyuan Pauian Archiland Leopards. This gave the traditional brand fresh exposure in youth-oriented sports. Moreover, the chosen ad placements and team sponsorships were strategically near key customers or even competitor headquarters—successfully winning many strategic clients.

  Mr. Chen also noticed these ads helped boost employer branding. Younger job seekers began recognizing Fusheng, leading to a surge in applications, including top graduates from universities like National Tsing Hua University and National Taiwan University of Science and Technology. Summing up five years of brand-building, Fusheng delivered outstanding results: not only achieving record-high annual revenues but also doubling its Taiwan market share from 30% to 65%.

提升客戶心占率　往世界第二邁進

Boosting Customer Mindshare: Moving Toward Becoming the World’s No. 2

　　面對世界第一的空壓機巨人Atlas Copco，這個超過150年的大廠，一年營收達4、5000億台幣規模，陳隆勛坦言這一切並不容易，他希望目標先做到世界第二：「Top Two in Mind，Top Two in Choice。」讓客戶會想到復盛、選擇復盛。


　　陳隆勛建議，台灣多是中小企業，品牌經營首要之務是在有限資源下做有限的事；第二要讓所有員工心中都有品牌意識。「我們為何而戰？就是為復盛這個品牌而戰！」第三，他始終相信天道酬勤，只要努力，就有機會被大家看到。復盛從扎實的產品力出發，終而開創出與眾不同的品牌力。

  Facing the world’s No. 1 compressor giant Atlas Copco, a 150-year-old company with annual revenues of NT$400–500 billion, Mr. Chen admits the challenge is not easy. His goal is for Fusheng to first become the world’s second: “Top Two in Mind, Top Two in Choice” — customers think of Fusheng, and they choose Fusheng.

  Mr. Chen advises that since most Taiwanese companies are SMEs, the first rule of brand-building is to focus limited resources on limited priorities. Second, every employee must carry brand awareness in their hearts. “Why do we fight? We fight for the Fusheng brand!” Third, he firmly believes hard work pays off: “As long as we put in the effort, we will be seen.” From solid product strength, Fusheng has forged unique brand power.

撰文：TEBA 台灣精品品牌協會 

Written by TEBA(Taiwan Excellent Brand Association)

contact TEBA for more Taiwan brands: jennylo@teba.org.tw

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