臺灣中小型紡織企業之核心資源與商業模式創新 以個案公司為例

Abstract

二戰後，台灣紡織業一直是引導台灣經濟成長的主要創匯產業。然而自1980年代起，台灣紡織業遭逢內外部環境劇變，整體產業陷入衰退。隨著時序進入21世紀，由於生產技術躍進與消費習慣改變等重大因素發生，紡織廠商更是不得不思索根本的轉型之道以因應變局。 本研究指出企業在建構商業模式創新的思考上，應先在外部檢視產業環境現況與未來趨勢發展，準確認知環境中存在的機會與威脅，並在內部找出具有競爭優勢的核心資源。在確認企業內外部環境後，企業應定位企業目標客群並指出他們未被滿足的需求以準確定義顧客價值主張，並設計能相對應的收入模式與成本結構，最後應回歸企業本身，再次檢視能支援上述兩項目標的企業內部核心資產，與能夠妥善利用這些資源的核心能力與關鍵流程，使整個過程可重複運作且可擴大實行，同時為企業與客戶創造價值，方為成功之商業模式創新。 本研究採用個案分析方式，選定兩家紡織中小企業作為主要研究對象，試圖透過訪談與文獻資料，指出兩家分別以實體的先進生產技術和無形的設計能力見長的個案公司，是否具有可為企業帶來可持續性競爭優勢的資源，再分析這兩家企業如何以這些獨特的資源發展相應創新商業模式並從中獲取利潤的過程。最後，透過本研究的發現給予兩家企業實務上的建議，作為其他同樣欲發展商業模式創新的中小企業之借鑑。

Since WWII, the textile industry had been leading the Taiwanese early economic miracle. However, in the late 1980’s, the Taiwanese textile industry encountered drastic environmental changes, curbing its long-time growth. And in the 21st century, the challenges became even more severe, forcing incumbents to implement fundamental transformation to adapt to such changes. This study points out that before reinventing its business model, the firm should first examine the current situation and future trends of industrial environment, accurately identify the opportunities and threats in the environment, and find out the core resources that are able to bring about competitive advantage in the process of reinventing its business model. After thorough examination of the internal and external environment is made, the firm ought to find who its out target customers are and indicate what their unmet needs are, and deliver an accurate customer value proposition. Then the firm should design the corresponding revenue model and a proper cost structure. Afterwards, the firm should review its core resources, the core competencies, and key processes that can make the most of these resources, in order to make the whole process repeatable and scalable, to create value for both the firm and its customers. In this study, two successful cases of small and medium-sized enterprises (SMEs) in the Taiwanese textile industry were selected as the main research objects. By the means of conducting interviews and reviewing related literatures, the study pointed out that these two firms indeed possess unique firm resources, which would bring the firms sustainable competitive advantage, and then analyzed that how the two companies exploited these unique resources to reinvent their business model correspondingly.