| Summary: | 碩士 === 國立成功大學 === 企業管理學系碩博士班 === 96 === On the age of globalization today, the economic structure is highly and quickly reorganized by the informational capitalism. Alone with the changing globalization wave and the conversion of labor market redistribution, the labor intensive - textile industry also take place a huge and qualitative change.Taiwan – a world famous textile OEM factory in this world in 1970s, now under the globalization wave, would confront much fierce competition in textile production with new labor-intensive world factory like China, India, Vietnam, Brazil and any other oncoming nation in Third World full of cheap labor force.
So, in order to survive beneficially in this competitory market not be gobbled up by the tide of the globalization wave, the textile industry in Taiwan has proceed ODM, OBM, technique reformation, labour division reformation, brand image and reputation building to create a neon taste and value.
According to the vein of "the development of Taiwanese textile industry" mentioned above, this research would discuss Taiwanese clothing company by real case study, understanding the past and current management and operation conditions of the case-firm, then distinguish and explain its knowledge of management to accomplish academic and real business purposes and suggestions as follows:
1. Knowing how the manager design and manage resource effectively, namely how to insert designer in the enterprise, let the enterprise earn profit.
2. Scooping out the operation procedures of transformation in Taiwanese textile industry, knowing "how the designs become merchandise".
3. For Taiwanese textile industry transformation, this research would discuss "has design management become mature?” and the challenges, difficulties and next move in Taiwanese textile industry.
4. Understanding how the Taiwanese textile industry making integration and division of labor in business operation.
5. After the case investigating of Taiwanese textile industry, find the inspiring and pragmatic management examples; let follow-up researches or managers continue stage analysis and development in Taiwanese textile industry.
Last, there are two parts in the conclusion. First, the designers should be well trained to fit in the organization. And develop a communication channel with experts (designer→ aesthetic materials vs. management→ analysis way) rather than just focus on the theory. Second, manager should attend more design management classes or cultivate a sense of beauty to combine rational and perceptional energy and build the blue ocean strategy in the textile industry.
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