台灣快時尚企業之策略轉型— 以AS公司為例

Abstract

企業成長過程中，外部環境影響的程度十分大，在外部環境的改變下，企業需調整策略以因應改變趨勢。而快時尚產業以破壞性創新，提供顧客有別與時尚產業的價值，需要快速回應市場的狀況。近年來，外部環境改變迅速，如多元性別及ESG等議題，都讓快時尚產業需要調整經營策略。國外快時尚品牌紛紛推出對應的策略，故引發這次研究的動機。 本研究使用個案研究法，以巨觀、中觀及微觀三個層次，從外部環境、產業環境及內部組織發展的文獻作為基礎，透過搜集一二手資料，將其匿名化處理，深入探討台灣快時尚知名公司因應外部環境及內部組織發展的轉型策略，發現該公司總共進行三次轉型，分別為兩次被動式轉型及一次主動式轉型。 接着使用「C-SOP架構」為三次轉型進行分析，探討企業整體策略層次、企業心文化、組織架構及人員培育此四項因素的連結，企業轉型應調整內部文化、組織及人員的層次，才能與策略能良好的契合。最後，結合國外快時尚品牌的作法，為公司未來的策略給出建議。

The external environment has a significant impact on corporations, especially during their growth process. Therefore, they need to adjust their strategies in response to the rapidly changing trends and market conditions. This becomes particularly important for the fast fashion industry, which is known for providing distinctive value within the industry through disruptive innovation. In recent years, the ever-changing external environment, with issues such as gender diversity and ESG, has forced the fast fashion industry to adjust their business strategies. As many international brands have introduced corresponding strategies, this subject has motivated this research to further investigate how a business adjusts its strategy subjected to external changes. This study adopts a case study approach, analyzing a well-known Taiwanese fast fashion brand using macro, meso, and micro levels to discuss its strategies transformation in response to the external environment and internal organizational development. The research is based on literature regarding the external environment, industry environment, and internal organizational development. By collecting and anonymizing primary and secondary data, it was found that the brand had undergone three transformations, including two passive transformations and one active transformation. Additionally, the "C-SOP framework" is used to analyze these three transformations, exploring the connection between four factors: overall strategic level, corporate culture, organizational structure, and personnel development. The study suggests that internal culture, organization, and personnel need to be adjusted to align with the corporate’s strategy in order to achieve successful transformation. Lastly, recommendations are provided for the company's future strategies based on the practices of international fast fashion brands.