Analysis on the Transforming and Positioning of Taiwan's Footwear Industry：An Example of a Footwear Trading Company in Taichung

• Main Authors: CHANG,CHIEN-MIN, 張倩敏
• Other Authors: CHEN,CHIEN-LIANG
• Format: Others
• Language: zh-TW
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/9888ja

碩士 === 國立暨南國際大學 === 管理學院經營管理碩士學位學程碩士在職專班 === 106 === This research mainly canvasses the development course in the footwear industry of case company. Based on trade expertise, the company actively transformed and repositioned itself. Enterprises take both speed and correctness into consideration and urge organizations to move forward. In the “ Transformation does not change industry” business strategy thinking model, Continue business to the present day. Observing this case company triggered the motivation for this study. The case study company in this study quickly identified new coordinates in a constantly changing external environment. The research process is explored by key success factors. Analysis through business environment (PEST analysis) Industry Chain Integration、Business Strategy、Industry focus and International Finance this four facets to analyze, To understand the characteristics of the footwear industry and the future development trend, to understand how this research case adopts a differentiated, diversified business model, how to face the market competition and changes in the environment. As a result, it was found that the case company took advantage of its original trade expertise to join large-scale shoemaking satellite factories, recruit talents to enhance product technology levels, and integrate resources through organized international division of labor to achieve a competitive advantage. Enterprise transformation does not change industry. In the era of low-profit competition in the global economy, the space for traders to survive has been increasingly compressed, making it increasingly difficult to operate. In the rapidly changing market economy, Case companies understand that future trade will gradually "de-intermediate." Therefore, we must reposition the business model of thinking cases. From simple bilateral trade, traditional triangular trade, transitive triangular trade, and special triangular trade, On the other hand, The case company transformed from a purely trade business into a complex, diversified industry, but related to other industries. The case companies re-think the global layout of the company, recruit relevant high-level talents, expand the organizational structure, master R&D and core technologies, and establish good competitive conditions, and develop four competing strategies: differentiation, specialization, strategic alliances, and diversification. To respond to the huge changes in the market, In the competitive environment, the case company knows very clearly that the advantages of aggregating industries are no longer merely providing simple orders, transferring orders, and earning marginal spreads, but creating new companies in the footwear industry, which is gradually declining. Value, develop a new blue ocean, and then make the case stand in the industry.   Keywords: Transformation and positioning, organizational change, vertical integration, key success factors and case studies