傳統產業的創新商業模式與品牌建立─以T公司為例

NCUIR > School of Management at National Central University > Executive MBA > Electronic Thesis & Dissertation > Item 987654321/77273

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/77273

Title:	傳統產業的創新商業模式與品牌建立─以T公司為例
Authors:	林和勇;Lin, Ho-Yung
Contributors:	高階主管企管碩士班
Keywords:	創新商業模式;品牌建立;innovative business model;branding strategy
Date:	2018-06-20
Issue Date:	2018-08-31 14:29:32 (UTC+8)
Publisher:	國立中央大學
Abstract:	傳統紡織業及紡織相關複合材料產業，在經歷過去三十年的蓬勃發展後，無論是在市場以及產品端，都遇到了前所未有的瓶頸，本研究深入探討傳統產業的創新商業模式，在全世界各國都相當重視的環境保護與企業社會責任的議題上，台資企業如何結合外部非營利團體與客戶端達到三贏的目的，建立一個全新的商業模式。本研究採質性研究方式中的個案分析法，收集T公司資料，並以專家訪談的方式，針對T公司內部員工與主導專案的高階管理者進行深度訪談。本研究首先經由總體經濟環境分析瞭解產業經營環境的變化及其影響，再透過Osterwalder (2004) 所提出的商業模式進行分析，藉以說明T公司如何跳脫傳統OEM及ODM模式，進行產品創新與提高客戶使用該產品的附加價值。針對個案公司所研究探討的內容進行歸納與總結，結論包括三項： (1) 傳統產業進行轉型的重要性 (2) 尋找創新商業模式 (3) 建立自有品牌並提升企業國際能見度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
Appears in Collections:	[Executive MBA] Electronic Thesis & Dissertation

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