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• Main Authors: Liu-hua Liu, 劉柳樺
• Other Authors: none
• Format: Others
• Language: zh-TW
• Published: 2012
• Online Access: http://ndltd.ncl.edu.tw/handle/54055008854232516756

碩士 === 國立中央大學 === 管理學院高階主管企管碩士班 === 100 === During the past, Taiwan shoes industry adopted OEM strategy to join the global economic activities and gained the impressive achievement. With the change of environment and industry policy, how the OEM-based firm keep their competitiveness to grow stably. According to Teece, et al.(2007) dynamic capability perspective, the dynamic capability is not only a source of the competitive advantage but alos a stratgical direction for business. Based on dynamic capabilities perspective, this thesis deals with how the OEM-based firm break through the traditional OEM dilemma and even build their own branding and channel when the environment changes fast. We provide the following valued perspectives from this thesis 1. Based on strategical theory and article, how does an OEM-based firm accumulatethier core competence and expand their business territory. 2. Baesd on dynamic capability theory to analyize practice research in real business. 3. Leverage the typical OEM-based shoes enterprise as a best practice of the transformation from OEM to channel and branding. This case study explores the relationship between market orientation, the integration, the competitive advantage. It proofs the channel and market is a key to remove the lock-in of brand vendors and reduce the risk of order canceled. This case builds a reference of the transformation from OEM to Branding.