本研究對個案公司的建議包括三項： (1) 建立具國際經驗的團隊，培養有發展潛力的人才 (2) 創新商業模式的持續改善與調整 (3) 致力於品牌建立與長期市場行銷投資;After three decades’ of vigorous growth, the traditional textile industry as well as textile-related complex materials industries is hitting an unprecedented bottleneck in both the market scales and the product development. In view of the growing environmental concern and corporate social responsibility worldwide, this study explores the opportunity of creating an innovative business model by working with nonprofit organizations and material end-users and to achieve a win-win scenario for all parties involved.
Using Case Study Method within the Qualitative Research Method, we collected company information of Company T, and many in-depth interviews have been carried out talking with senior management team and employees within Company T. This study begins with an analysis of the overall economic overview, to understand the changes in the industry and subsequent impact occurred. After that, through the business model and analysis proposed by Osterwalder (2004), we take a look at possible ways of how Company T can think outside of the box and step away from the traditional OEM and ODM model and to carry out product innovation and improvement as well as giving its customers added-value when customers use its products.
The key conclusions of the case study with Company T are summarized as follows:- (1) Transformation of traditional textile industries (2) Looking to establish new innovative business models (3) Establishing its own brand and enhancing company’s visibility internationally
Three key advices for Company T in the case study are outlined as follows:-
(1) Assembly a management team with solid experience working overseas and to cultivate talented staff with potential (2) Continuous improvement and adjustment of innovative business models indicated in the study (3) Create brand identity and have long-term marketing investment
