The Study on Business Crisis Mangament of Valve Industry - A Case Study of "T" Company

• Main Authors: HUANG,SHIH-YAO, 黃世堯
• Other Authors: 簡士超
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/09431904595284150384

碩士 === 逢甲大學 === 經營管理碩士在職專班 === 105 === Company T, founded in 1992, is engaged in manufacturing metal ball valves, which are exported to more than 40 countries, including the US, Germany, France, the UK, Denmark, Sweden, Switzerland, and Russia. Company T has an annual turnover of more than NTD 630 million, and in 1997, it began to invest in Company M for private-label products and has run the company for nearly 20 years. Valve product manufacturing is distinctive from other manufacturing industries; it requires extremely high temperature and high pressure and uses highly corrosive fluids. Leakages of corrosive fluids is dangerous, and as a result, aside from improving the gate valves, it is crucial to properly take care of quality abnormality, corrosive fluid leakages, and other hazardous conditions. Though with nearly 15 years of high quality and high yield, Company T underestimated the great risk in the petrochemical industry and because of its management team’s lack of vigilance to such a risk, Company T eventually ended up with not only losing a golden corporate opportunity but also paying huge compensation. This study explores the above case in terms of the business operator’s transition of thoughts and course of action for crisis handling. It also examine team communication in this case in details. This experience of Company T teaches other enterprises crisis awareness and the importance of staying alert to crisis. For a company to thrive, it is important to establish a high quality control standard and improve the core competitiveness. To overcome corporate crisis, it is critical for the company to undergo transformation, build a trustworthy brand, and work on crisis forecast and prevention. As for business operator, they should develop a more macroscopic crisis awareness and incorporate such awareness into corporate crisis management so the management team can learn about non-experience-based vigilance and to exercise it at all times.