海外台商磐石奬藍海策略之分析 -以賴索托成衣廠Eclat Evergood公司為例

Abstract

企業都會面臨事業成熟期的停滯成長，面臨粥少僧多時，大多數都會選擇爭奪彼此重疊的顧客市場，展開削價的零和賽局，惡性競爭的結果，只會帶來公司長期性的不良循環，甚至進入事業的衰退期。 2005年最受矚目的新管理思維，莫過於金偉燦及莫伯尼兩位教授所提出的藍海策略。過去的策略與組織相關的理論大多在探討現存產業的結構，使產業不免身陷於紅海之中，花心思維繫現有競爭空間的定位，在毛利與利潤持續下跌的昨日事業中企圖領先。而藍海的出現，關鍵在於打破原有慣性，著眼於本業目前不存在的產品與服務，也就是視競爭本身為無意義的策略。 也因此本文打算探討趨向成熟期的傳統製衣產業，長期以來一直以降低成本及價格為主要策略，在產業環境一年比一年嚴苛的情況下，很難在全球紡織企業中拔得頭籌，除非有技術創新、增加附加價值的商品或模式，才能跳脫傳統、迎向藍海，如何運用現今矚目之藍海策略的分析工具與架構，在價值與成本兩個向度之間，取得平衡，是本文打算探討的重點。 基於前述動機，本文將透過個案公司，曾經在2010年獲得海外台商磐石奬的成衣廠，如何熬過2008年的金融海嘯，公司成功運用藍海策略來打造製衣業的無人競爭市場，在公司經營上、財務管理上都有亮眼的成績。本文期能幫助台灣傳統產業內更多的公司企業，去發展自己的藍海市場。

There is a zero-growth phase in the maturation of business for firms, where in a situation of more supply than demand, most firms choose to shove one another out of the shared customer market and embark on a zero-sum game by cutting down prices. What such vicious competition brings is only extended vicious cycles for the firms, even a declination of business. In 2005 nothing in the management field caught the most attention than the new thinking of Blue Ocean Strategy, proposed by Prof. W. Chan Kim and Renée Mauborgne. Past theories regarding strategies and organizations have inquired into the industrial structures in an attempt to keep industries away from a red ocean. Much effort has been made to maintain the industries at their present positions in the space of competition and allow them to lead in yesterday’s business while experiencing on-going decrease in gross profit and profits. The key to the emergence of blue ocean lies in escape from the existed inertia and aiming at the products and service that do not exist in the industry now; in other words, to deem competition per se as a meaningless strategy. This paper thus targets at the traditional garment industry that is getting near their maturation stage. This industry has adoptedover the years a primary strategy of cutting down costs and prices; given the increasingly harsh industrial environment for them, they have great difficulties in excelling among all the world’s textile firms, unless they get out of the traditional box and sail into a blue ocean, with items or patterns that are technically innovated and value added, which is the only means. How to strike a balance between the dimensions of value and cost by employing the analytic tools and framework of blue ocean strategy that is presently drawing most attention is thus the focus of investigation of this paper. From the above-stated motivation, this paper will, by case study,relate to how a garment plant who received “the Outstanding Overseas Taiwanese SMEs Award” in 2010 survived the financial crisis of 2008 and managed to create an uncontested market for the garment industry by employing the Blue Ocean strategy, and did remarkably in both corporate management and financial management. This paper is hoped to help more firms in traditional industries in Taiwan develop their own blue-ocean markets.