| Abstract: | 過去台灣的成衣產業以代工為主，鮮少有自主品牌，因此在發展自有品牌時會受到許多困難，像是環境問題、外來威脅和流行趨勢等影響。衣服的生命週期可說是相當的短，而快速變遷的流行，導致許多成衣業者轉型成自有品牌時打退堂鼓。台灣成衣業者絞盡腦汁將代工技術提高到無法取代的地步，甚至更進階的轉型開發自己的品牌。從文獻資料探討中可以發現，國內外成功轉型的代工廠商除了不斷開發新產品外，另外也創新發展自我品牌，才能持續在這競爭的產業中屹立不搖。PV公司因成衣業結構性轉變，東南亞工資不斷上漲，加上紡織品配額限制解除，讓PV公司不得不往自創品牌這條道路走。本研究探討PV公司海外轉型成功經營策略所需具備之條件，並以Porter鑽石理論為架構，針對PV公司進行個案研究分析，並透過訪談和資料蒐集分析了解目前此公司能透過哪些現有資源來達到最佳轉型效果。本研究在完成五大構面理論訪談問卷初稿後，以半結構方式深入訪談3位學者和3位業界專家(公司董事)，並修正初稿問卷內容完成問卷專家效度，再經指導教授審查完成後製成第一次結構式的問卷發放。本研究採取修正式德菲(Modified Delphi Method)研究法，等到第一次問卷回收後，將各項數據予以統計，並以此反覆實施直到問卷達到一致性為止。最終研究結果顯示，PV公司未來轉型需要具備之能力在「同業競爭程度」有6項；「公司發展之各項要素條件」有9項；「公司各商品之需求條件」有5項；「公司之相關支援產業」有5項；「印尼政府對成衣產業所扮演之角色」有6項。未來研究可將該理論構面運用於其他不同類型企業或運用其他理論加以擴大研究層面。
Most of the production in Taiwan’s garment industry was for OEM orders, and there were rarely independent brands. While developing their own brands, manufacturers might be faced with many difficulties such as environmental problems, foreign threats, and fashion trends. The life cycle of fashion garment is so short that many manufacturers hesitate to transform themselves into own-brand production under such a fast-changing environment.The Taiwan's garment manufacturers have tried all possible means to improve the OEM techniques to an irreplaceable level, and even have advanced themselves to develop their own brands. From the literature review, we can find that in addition to continuously developing new products, domestic and international OEMs that have successfully transformed also innovate and develop their own brands in order to secure their markets in this competitive industry. Due to structural changes in the garment industry, rising wages in Southeast Asia, and the lifting of textile quota restrictions, PV company has to think about creating its own brand.Based upon the Porter’s Diamond Theory, we conduct the case study on PV company to explore which existing resources can be utilized to achieve the best transformation results through interviews and data collection and analysis. The preliminary questionnaire was completed based on the five aspects. By employing semi-structured interviews with 3 scholars and 3 experts (board members), the above-mentioned preliminary questionnaire was revised to meet the expert validity. After the review by the supervisor, the first structured questionnaire was issued. The Modified Delphi Method used in this study consists of multiple rounds of questionnaire surveys and statistics analyses, until reaching the consensus. The final research results show that, in terms of the required capabilities for further transformation, PV company has to enhance 6 abilities in “strategy, structure & rivalry”, 9 in “factor conditions”, 5 in “demand conditions”, 5 in “related & supporting industries” and 6 in “Indonesian government’s role in the garment industry”. It is advised that future research can apply this theoretical framework to different types of enterprises or expand the research scope by employing more theories. |
