Ceostyle: A Case of Agile Tailored-clothing Company

• Main Authors: Shih-Hsun Lo, 羅士巽
• Other Authors: Pin Luarn
• Format: Others
• Language: zh-TW
• Published: 2019
• Online Access: http://ndltd.ncl.edu.tw/handle/amz86j

碩士 === 國立臺灣科技大學 === 管理研究所 === 107 === Ceostyle, a tailor-made apparel company, was established by Honor in 2010 to join the declining clothing industry with four people of average shareholding and ten years of experience and sensitivity of business people in apparel needs. The main products of Ceostyle are initially tailor-made shirts and suits for men. As the prices become competitive and business models become innovative, the company took the initiative to go to the customers’ workplace for tailor-made services to meet the clients’ needs, such as efficient transportation time and the ease of communication with tailors. Hence, the company has successfully developed a diversified custom clothing market as a reaction to the rapid changing market. However, in the fourth year of the rapid expansion of the company’s business and the professional operation of women’s professional apparel, the company’s profits experienced a decline. General Manager Tain and the co-founders of the company proposed the company’s last brilliant turnaround plan at a meeting early December 2018. Employees of the company’s related enterprise, which is a smartphone screen protector company, are being trained across the country to become the sales clerk of the investment. Furthermore, owners of boutique clothing across the country are being recruited to become a distributor of Ceostyle. The aforementioned plan by the founders of Ceostyle was assigned to be executed by Honor. Several questions arose with regards to this plan as follows. How should Honor evaluate whether the plan is feasible? Should he proceed with the original plan of joining the sportswear industry and e-commerce? The 2017 SME White Paper release indicates that the number of SMEs in Taiwan in 2016 was 1.437 million, which accounted for 97.7% of all enterprises. In addition, the number of SMEs employed was 8.9 million, accounting for 78.44% of the national employment. Therefore, the vitality of SMEs is an important key because the growth or decline of economic strength of a country and its employment rate is dependent on SMEs. Through this case study, many challenges and crucial environment that SMEs in Taiwan will face upon creating a new company will be understood. Furthermore, this case study will help readers understand the use of the advantages of small, customized, and flexible enterprises to survive and create a sustainable company. This thesis is divided into two parts, that is, the case study and the instruction manual. This thesis can make students understand that in addition to a good idea, a new company can refer to business models and entrepreneurial plans to assess whether the idea can be molded into a new business through the gradual integration of resources and energy. Comprehensive thinking angles and related theories and topics that can be discussed will be provided through the analysis of the situation in the case study. These theories and topics can aid in solving issues efficiently and increase the chances of successful execution in the future when challenges in creating new companies arise. Keywords: apparel, shareholding structure, business model, agility, tailor-made, entrepreneurship plan.