A Case Study about Traditional Industrial Transformation, - Based on the C Company

• Main Authors: Hans I-Jiang Lai, 賴一江
• Other Authors: TING-YANG LIU
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/79564186894927674199

碩士 === 義守大學 === 管理科學研究所 === 91 === As we know, Taiwan’s economy grew enormously from 1960. An important aspect of this growth was the traditional industry. The Taiwan economic in the past fifty years gains a very positive reputation in the word. With Taiwan’s rapid economical development in the last few decades, cost of land and labor continue to soar, causing transitional to lose their original comparative advantages and competitiveness in the global markets. All these factors resulted in suffering of traditional industry in difficult situation that did not happen before. Nevertheless, some enterprises are still running in good status by continuously investing in technical development, expanding business, and launching new products in the market. In this kind of situation, traditional industry has realized that only transformational will ensure continued survival and growth in a changing environment. Based on theory and practice, this thesis takes a traditional industry Group as the research subjects, and compares his respective business transformation strategies. Through not all inclusive, his business transformation strategies still provide instructive insights for other business groups. The main conclusions reached are as follows： 1.To continue upgrading the value added of the products to improve their competitiveness and extend their product life cycle.. 2.To vertical integration and strategic alliance, C Company constructed a lot of product value-chained to increasing their competitiveness. 3.C company focuses on building a long term structural on competition strategy, which stress on the selection of industry and market structure, competitive advantage, positioning of businesses, and shaping stability of inner business environment.