利用核心能力成長轉型的契機 － 以A公司為例的創新營運模式

Abstract

A公司屬於傳統產業的鞋業界，雖然本身不是製造廠而是中間貿易商，但公司已經有多年的設計、研發專利等高附加價值的服務，並提供給歐美品牌。A公司是ODM供應商，過去幾年這些價值也深被客戶認可。但是企業如果只習慣於在現有的核心領域進行漸進式的創新，後續轉型與再成長的困難很高。根據研究統計，只有25％的企業真正成功擴張；另外75％的企業則走上衰敗。企業應如何延伸本身的核心競爭力再造成長及利潤的契機？ 個案A公司是專業戶外鞋ODM領域的代表公司，它如何面對未來轉型的問題，然後找到其利基，利用現有的核心能力延伸擴張來轉型成長創造另一個高峰？ 本論文以個案的模式來詳實敘述個案A公司如何可以利用現有核心能耐的利基，如何掌握價值鏈裡的重要價值，創新商業模式去滿足未被滿足的互聯網驅使下消費者個性化與訂製化的需求。而這個動作的同時，也加強了自己現有的核心能耐與供應鏈的連結，共生共贏。

Company A has been the traditional footwear industry as a middle trader linking buyers with suppliers. Despite being a trading company, the company has years of experience in providing high value added services such as designs and IP for US and European Brands and it is highly valued by the clients. The company is not satisfied with the current core business and tries to extend its core competencies to other fields for future growth. According to research statistics, only 25% enterprises can truly succeed in expansion and the rest enterprises fail and deteriorate. How should the enterprise extend its core competency for future profitable growth? Company A is a representative player in OEM outdoors shoes industry and has faced the transformation problem. How should the company, create a niche by extending the existing core competency to grasp digital opportunities for future growth? This thesis is a case study of company A explaining in details about a d new business model by leveraging existing core competencies and the strengths / value it had built up in current supply chain to provide products and services for the unsatisfied demand for personalization. By doing so, it also strengthens existing core competence and supply chain relationship. As a result, this business model is a win-win model for both suppliers and consumers. The new model can also help the case company for the next growth and transformation.