Dynamic Strategic Configuration and Performance: Case Study of Textile and Apparel Industry in Taiwan

• Main Authors: Chien-Ning Huang, 黃千寧
• Other Authors: Hsiang-Hsun Wu
• Format: Others
• Language: zh-TW
• Online Access: http://ndltd.ncl.edu.tw/handle/3m7wv9

碩士 === 元智大學 === 經營管理碩士班(國際企業學程) === 102 === This research take textile and apparel industry in Taiwan as studied target to discuss, in the changing environment, how firms adjust strategic configuration, and the change of performance. This research found that, the strategic configuration in this industry can be categorized into two types: (1) as a middle-men to service retail customers, but utilize virtual integration to obtain new technology gradually; (2) as forward integrators, firms provide integrated service, from raw material, apparel to operational management. These two types indicate that firms have different value proposition. Middle-men provide customers multiple choices through quick, flexible and low cost; while forward integrators focus on specific type of merchandise base on the unique of their yarn or fabric to provide high quality products for retailer and brand owner. After 2005, the strategic configuration of these two types of firms are different. Middle-men focus on production areas centralized in order to enhance economic scale and expand learning effect. Also, to support multiple merchandise. However, forward integrators focus on domestic demand in neighbor countries in oversea production areas, and participate in the value chain of regional retailer. When we concentrate on performance, these two type of firms have different models to create value. Middle-men focus on operational efficiency to build revenue scale. Forward integrators focus on the unique of fabric to build high profit. Forward integrators have high profit. Although they have expanded to apparel, they haven’t expanded to brand. If they star to build brand, they will compete with their customers, and those customers will transfer their order to other firms. Therefore, forward integrators only make vertical integration from yarn or fabric to apparel. On the other hand, middle-men have great scale to protect their bargaining power to supplier, therefore, they make partial virtual integration to expand, instead of operate inside the firm.