以勤益股份有限公司個案看傳統產業完全轉型之策略

Abstract

西元2004年8月1日，台灣股票市場中，紡織類股名單中減少了勤益這一個熟悉的名子而電子類股名單中卻相對的增加了一席。這是台灣傳統產業成功地，完全轉型到科技產業中少數的例子之一。真正關鍵的變化在於經營了四、五十年的紡織業如何能轉移到了一個原本完全陌生的電子行業。其他紡織公司轉型大多數是立於原有的基礎上，向新的功能應用發展或是多角化經營。傳統產業轉型的研究大多著重在如何站在原有的基礎上創造競爭力；而勤益的轉型思維卻是以進入〝對〞的產業為指導原則。企業經營者如欲在產業方面順著時代以及經濟的變遷進行完全的轉變，可以藉由勤益轉型策略的應用來探討傳統產業的經營思維與規劃執行決策的過程。也可以就勤益經營決策與理論相對照，研究成功經營者的實際作為與學術研究所產生之管理理論相印證。

Taiwan Security Listing Market, the list of the textile companies, GTM was removed, but instead, was added into the list of electronic companies in August 1st, 2005. This is one of the successful examples for a company within the traditional industry transferred into a high tech industrial territory in Taiwan. The real key point is, how a company working on the textile industry more than forty to fifty years is able to completely transfer into a totally new industrial territory. Just like a traditional industrial company, standing on its core business to improve its competition ability, most of textile companies were standing on their original basis toward their new function of application or diversity. Unlike the view point of most of people studying a company transform, GTM focused on how to get into a “right” industry. A business manager or scholar could investigate GTM’s transform strategy following the industry and economical exchange tracks to plan or verify the real case or theory.