| Summary: | 碩士 === 國立彰化師範大學 === 會計學系企業高階管理 === 96 === Our main purpose in present study is to investigate the ways how managers in traditional industry do for business transformation because they face competition from mainland China companies. We took a company of traditional industry in Chang-hua (company A) as subject. After interviewing
top management team members and analyzing files, we found that company A based on prime equipments and abilities to change production line for completing business tansformation process, and they continued company
operation and employees’ bread and butter. We also figured out: First, it is external passive competitive pressure rather than internal active improvement motive that forces small and medium enterprise to do business transformation.
Second, when planning to do business transformation, small and medium enterprise should based on the prime equipments and abilities for effectively reduce transformation risks. Third, company A complete business transformation mainly by sales’ expending product market and by learning new needs of market from customers. Finally, most top managers in small and medium enterprises took sales volume as main criterion of business transformation revenue. In present study, we provided a disclosure of products improvement for survive, and it could be helpful for managers in traditional
industry doing business transformation. Owing to only one case in present study, the conclusions should be explained carefully. In future study, researchers could take more subjects and extend the research model in order to know more about small and medium enterprise transformation strategies.
Keywords: small and medium enterprise, business transformation, resource based theory, case study, qualitative study
|
|---|
