Please use this identifier to cite or link to this item:
Outstanding Overseas Taiwanese SMEs Award Blue Ocean Strategy Analysis – Case Study of Eclat Evergood Textiles Company’s Garment Factory in Lesotho
Blue Ocean Strategy,Lesotho,Garment factory,
|Publication Year :||2017|
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.
|Appears in Collections:||事業經營碩士在職學位學程|
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.