A Study on Competitive Strategy of Transformation from Woodcarving Industry to Tourism Factory– A Case Study of Duckdiy

• Main Authors: Wen-Shu Tseng, 曾玟姝
• Other Authors: Ruey-Jaw Teng
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/11877515327043535403

碩士 === 中華大學 === 企業管理學系碩士班 === 100 === The woodcarving industry has existed in Sanyi for 90 years, with up to 200 stores in its best times. With the progress of craft technology, handmade woodcarvings were gradually replaced by machine-made products. In addition, as low priced woodcarvings made in China massively appeared in the market, the industry of hand-carved sculpture in Sanyi had nearly become a sunset industry. Double Peaks Enterprise Ltd, which ever led hundreds of woodcarving factories in Taiwan to engage in the massive production of Taiwan Ducks, experienced the ups and downs of woodcarving industry during 40 years of business and intended to close business in 2002. Later, with the help and planning of Kuan-Shu Educational Foundation, the wooden duck factory operated as a tourist factory, added with DIY activities for tourists to experience the making of woodcraft. Special wooden duck exhibition is held in Sanyi Shengxin Station of the old mountain route, the dusty wooden ducks managed to walk out the factory and go into the people with the activity of painting the unfinished ducks. The factory had restarted under the name of Sanyi Duckdiy. This study mainly utilized literature analysis, field observation and profound interview. The interviewees included manager of Duckdiy, manager of Holland-Sanyi, manager of Facial Mask Culture, and tourists who participated in DIY activities. Through case study and interviews, the managing guidelines, competitiveness and future development are understood. This study explored how a declined traditional industry transformed into one of the most competitive tourism factories through analysis of conventional woodcarving industry and case corporate. This study analyzed external environment and grasped the competing situation through five forces analysis, concluded opportunities and threats of competing environment, analyzed the internal environment and actions of value chain in the corporate, and investigated the managing problems encountered currently by the case company to understand the advantages and disadvantages within the company. And the competitive strategy for the case company to apply in the industry of tourism factory was established through SWOT analysis and TOWS matrix matching analysis in hope of proposing a managerial strategy helpful to the sustainability of the woodcarving industry. According to the results of the research, below marketing strategies are recommended to the case company: 1.Utilizing experiential marketing strategies, combining knowledge, skills and the experience of spirits, providing the tourists an option which can touch the emotion, simulate creative and perceived value to experience multi-level and all around experiential cognition. 2.Obviously differentiated from the competitors, highlighting its own brand, strengthen the recognition of the tourists and the loyalty of the customers. 3.Develop the capability of product design, upgrade practical added value to meet the multiple requirements in the market. 4.Attract tourists from abroad, promote the beauty of Sanyi woodcarving. 5.Considering local special industry, inheriting traditional craftsmanship and reserving the only wooden duck factory in Taiwan are regarded as the three aspects of sustainable operation.