刺繡產業商業模式創新：以大成刺繡股份有限公司為例

ASIAIR > College of Management > Executive MBA Program for Top Managers > Theses & dissertations > Item 310904400/114122

Please use this identifier to cite or link to this item: http://asiair.asia.edu.tw/ir/handle/310904400/114122

Title:	刺繡產業商業模式創新：以大成刺繡股份有限公司為例 Business Model Innovation in Embroidery Industry: Take Ta Cherng Embroidery Company as an Example
Authors:	劉金賢 Liu, Chin-Hsien
Contributors:	EMBA高階經理碩士在職學位學程
Keywords:	大成刺繡;個案研究;商業模式;發展策略;動態能力 Case Studies;Business Model;Development Strategy;Dynamic Capability;Ta Cherng Embroidery Co.LTD.
Date:	2021-05-28
Issue Date:	2022-12-06 08:31:26 (UTC+0)
Publisher:	亞洲大學
Abstract:	隨著世界經貿趨勢的變動，刺繡商品的表現也更加多元化，在競爭激烈的國際市場上除了成本的控制、豐富新穎的設計感之外，更多元且創新的商業模式是管理者需要持續不斷探討的議題，除了適應環境變動外也持續保有競爭力，才能讓企業永續發展。本研究採用個案研究法，以大成刺繡為研究個案，探討個案的發展歷程，透過動態能力之定位、流程與路徑等三個構面進行分析，以瞭解個案公司從初創期、成長期、穩定期之路徑、策略選擇以及未來走向。研究發現個案公司在初創期，主要以創辦人自身工藝技術來累積資本額；其次，在成長期，策略性踏入電腦刺繡領域，成立進出口貿易公司爭取外銷代工訂單，擴廠以增加產能；其三，在穩定期，擴廠維持產能穩定，創立自有品牌霓豆瓦克，推廣刺繡文化，回顧過往階段性發展，提出大成刺繡創新商業模式來因應外在環境的變動。 With the in-depth development of the global economic and trade trends, the performance of embroidery products has become more diversified. General cost control and innovative design are essential, the more diversified and innovative business models are more needed for managers to continue exploring in the fiercely competitive international market. In addition to adapting to changes in the environment, entrepreneur must maintain competitiveness in order to make the development sustainable. This study adopts a case study method and take Ta Cherng Embroidery Co.,LTD, as a case study to explore the development process of case company. It analyze through the three dimensions “positioning, process and path” of dynamic capability, to understand development path, strategy choice and future direction from start-up stage, the growth stage, and the stable stage. The study found that the founder accumulated capital by his own craftsmanship in the start-up stage. Secondly, in the growth stage, the founder entered the field of computer embroidery strategically, also established an import and export trading company to grasp overseas OEM orders, and expanded the factory to increase the capacity. Thirdly, in the stable stage, keep expanding the factory capacity to maintain the production stable, also created its own brand Mr NeedleWork to promote embroidery culture. Reviewing the past phased development, and propose an innovative business model for Ta Cherng Embroidery Co.LTD., to respond to changes in the external environment.
Appears in Collections:	[Executive MBA Program for Top Managers] Theses & dissertations

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