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Author: 黃火明
Huo-Ming Huang
Thesis Title: 追尋『布』可思議新商機
Pursue Incredible New Business Opportunities of The Fabric
Advisor: 周子銓
Tzu-Chuan Chou
Committee: 黃政嘉
Jheng-Jia Huang
黃振皓
Chen-Hao Huang
Degree: 碩士
Master
Department: 管理學院 - 管理研究所
Graduate Institute of Management
Thesis Publication Year: 2023
Graduation Academic Year: 111
Language: 中文
Pages: 96
Keywords (in Chinese): 永續價值與生產商業模式與生態企業責任主導邏輯社會影響力循環經濟
Keywords (in other languages): Sustainable Value and Produced Development, Business Model and Ecosystem, Corporate Responsibility, Dominant Logic, Social Impact, Circular Economy
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  • 人類從十八世紀工業革命以來,不斷地在追求更好的生活品質,創新的產品及技術能力亦不曾停止被開發,進入科技創新爆發年代,各類新產品的發明時程越來越迅速,當這些新產品被加速誕生之際,若沒有意識到對環境的衝擊,以及資源妥善運用,演變而來的問題將是環境嚴重破壞與消耗;從近年來全球氣候變遷不斷威脅與改變人類的生活型態,使得思考如何維護我們所處環境,已變得是件刻不容緩需被解決的課題,身為所處年代的一分子,不僅只是個人的責任,企業所發揮的影響力更甚於個人,企業在兼顧經營獲利與環境保護的雙重目的下,如何取得平衡的做法,會是評斷一家企業與業主應有的社會責任與競爭力。
    賜芳(axroma)一家位在台灣雲林濁水溪沖積平原上的公司,四十幾年來專注於紡織布料生產經營,從早期的染色廠開始,逐漸拓展業務到高性能布料市場,並且不斷開創新產品技術發展,該公司生產產品深獲國外零售商青睞,多年來致力於大型戶外布料,致使公司經營規模逐年擴大,並設廠於勞力密集度高地區;然而企業總是會面臨經營瓶頸時刻,外在艱困環境的挑戰及內在因素的變遷,讓經營高層須重新檢視公司發展策略與經營模式;俗謂『危機就是一種轉機』,多年前的中美貿易戰,挾帶著不確定地緣政治因素,加上經營單一市場的客戶受限,經營團隊開始意識到應該尋找不同市場的商機,再者企業主本身對於環境保護有高度之理念,已悄然在該產業裡尋找更具環保與再生能源利用之原物料資源,並在生產製造過程中,開始引進新穎技術致使產品符合環境永續精神,致力於永續性產業生態擴展,以『永續科技紡織』領先者為目標,期盼自身經營的企業以服務為導向,能善盡社會責任與義務,並引領相關產業先進共同替環境永續發展盡份心力。
    創辦人劉先生深感科技帶來的衝擊與改變,既使該公司的產業型態,多年來被認定在台灣有沒落之趨勢,屬於較少受人關注及政府扶植,但改變產業樣貌的心態從未動搖,所以如何讓該企業提升核心競爭力與產品價值,以及思考顧客需求,並掌握市場脈動,迎合快速變遷的經濟環境,終將考驗著創辦人與二代經營團隊的智慧;個案企業在二代接班團隊逐漸到位下,開始做出不同以往的營運模式調整,不在只是專注於生產製造,包含研發創新、通路行銷、垂直整合資源運用、創造品牌自我定位、永續生產開發,這些經營方向都將成為企業未來核心競爭力的元素,經營團隊的分工合作更加精準與細緻;可想而知,新使命必將賦予新的公司文化與價值,以挑戰嚴峻且多變詭局的全球經濟市場。
    本研究以哈佛個案研究的方式進行,此個案內容可用於討論永續價值與永續生產開發、商業模式與生態形成、企業責任影響力、永續經營、產業競爭力、專業品牌價值。了解個案企業在如何經由永續價值的商品去發展新型態商業模式與生態,以及在全球市場高度環保意識下,落實真正的企業責任與倫理;如何在嚴峻產業環境裡提升企業競爭力,並藉由符合全球經濟潮流與時尚產業結合下,走出不同經營模式的企業文化與價值,替axroma企業永續經營開創下一個榮景世代。


    Since the 18th-century Industrial Revolution, humans have been constantly pursuing a better quality of life. The development of innovative products and technological capabilities has never ceased. As we enter an era of technological innovation, the timelines for inventing various new products are becoming increasingly rapid. However, without realizing the impact on the environment and proper resource utilization, the resulting problems will be severe environmental destruction and depletion. In recent years, global climate change has posed constant threats and altered human lifestyles, making it an urgent and pressing issue to contemplate how to safeguard our environment. As individuals living in this era, it is not only a personal responsibility but also one that extends to businesses, as their influence surpasses that of individuals. While balancing profitability and environmental protection, how businesses achieve this balance will be the social responsibility and competitiveness that a company and its owners should have.
    The axroma is a company located on the alluvial plain of the Choshui River in Yunlin, Taiwan, and has been dedicated to textile production for over 40 years. Starting as a dyeing factory, axroma gradually expanded its business to the high-performance fabric market and continuously pioneered new product technologies. The products manufactured by the company have gained significant popularity among international retailers. Over the years, they have been committed to large-scale outdoor fabrics. This commitment has led to the gradual expansion of the company's operations and the establishment of manufacturing facilities in labor-intensive areas. However, the company will always face business bottlenecks. The external challenges and internal changes have compelled the company's management to reassess its development strategies and business models. As the saying goes, "A crisis is an opportunity." The trade war between the United States and China, which occurred several years ago, carried with it uncertain geopolitical factors. In addition, with limitations imposed on serving a single market, the management team began to recognize the need to explore business opportunities in different markets. Furthermore, the company's owner has a profound commitment to environmental protection. The company has been actively seeking raw material resources within the industry that are more environmentally friendly and promote the utilization of renewable energy. In the production and manufacturing process, the company has begun incorporating innovative technologies to ensure that its products adhere to the principles of environmental sustainability. axroma aims to be the leader of "sustainable technological textiles" and looks forward to our own business. Most enterprises are service-oriented, able to fulfill their social responsibilities and obligations, and lead related industries to contribute to the sustainable development of the environment.
    Founder Mr. Liu deeply recognizes the impact and changes brought about by technology. Despite the industry's perceived decline in Taiwan over the years, with less attention and government support, the mindset of changing the industry landscape remains unwavering. How to enhance the company's core competitiveness and product value, as well as consider customer needs. At the same time, mastering market dynamics and adapting to the rapidly changing economic environment will ultimately test the wisdom of the founder and the second-generation management team.
    As the second-generation management team gradually takes over, the case company has started making operational model adjustments that differ from the past. The company is no longer solely focused on production and manufacturing. It now includes research and development of innovative solutions, channel marketing, vertical integration of resources, creating brand self-positioning, and sustainable production development. These business directions will all become elements of the company's future core competitiveness, enabling the management team to work together more precisely and meticulously in their respective roles. It is conceivable that the new mission will bestow a new corporate culture and values, challenging the complex and ever-changing dynamics of the global economic market.
    This research follows the Harvard case study methodology. The content of this case can facilitate discussions on topics such as sustainable value and sustainable production development, business model and ecosystem formation, the influence of corporate responsibility, sustainable business practices, industry competitiveness, and professional brand value. The case explores how the company leverages sustainable value products to develop new business models and ecosystems. It also examines how the company embraces genuine corporate responsibility and ethics in response to the heightened global environmental awareness in the market. How to enhance competitiveness in a challenging industry environment and, by aligning with global economic trends and combining with the fashion industry, develop a unique corporate culture and value proposition that diverges from conventional business models. To establish a sustainable business and create a prosperous era for axroma Company.

    摘要 III ABSTRACT V 誌謝 VII 目錄 IX 圖目錄 XII 表目錄 XIV 1. 個案本文 1 1.1. 序曲 1 1.2. 國際情勢下的臺灣紡織產業發展 3 1.2.1. 中美貿易戰下,產業該何去何從 3 1.2.1.1. 朝高值化紡織品差異性發展與市場融合 5 1.2.1.2. 生產地與供應鏈貼近客戶需求,生產週期縮短滿足快速時尚概念 5 1.2.1.3. 運用高科技創新技術降低生產成本 5 1.2.1.4. 符合潮流趨勢,因應全球與各國法規的制定標準 6 1.2.1.5. 產品多元化發展,聚焦環保永續主軸,著重智能服飾產品商業化 6 1.3. 個案公司概述 7 1.3.1. 草創期:深耕紡織產品專業開發 7 1.3.2. 成長期:西進中國生產基地與市場拓張 8 1.3.3. 穩定期:尋求機會創造另一個世代巔峰 9 1.4. 個案公司面臨的經營問題 12 1.4.1. 單一市場高度依賴性 12 1.4.2. 生產規模經濟易被取代 13 1.4.3. 產品競爭力附加價值低 14 1.5. 個案公司的新契機 15 1.5.1. 永續產品發展與未來 15 1.5.2. 創造新循環經濟 17 1.5.3. 開拓新市場潛力 20 1.5.4. 著重單一材料創新技術領先 22 1.5.5. 成立可資源回收再生利用之獨立子公司 24 1.5.6. 與品牌共享價值資源 26 1.6. 轉型永續科技紡織之卓越經營與治理 28 1.6.1. 永續經營理念與模式 28 1.6.2. 整合產業供應鏈資源 29 1.6.3. 強化企業核心競爭力 31 1.6.4. 企業轉型創新之社會責任 33 1.6.5. 追尋無以倫比永續性品牌價值 34 1.7. 未來展望 35 1.7.1. 結合台灣紡織產業供應鏈資源,為永續創新規模經濟 35 1.7.2. 蛻變成為品牌經營之供應多重角色 36 1.7.3. 抓住永續價值、擁抱未來全球新市場 37 2. 個案討論 39 2.1. 個案總覽 39 2.2. 教學目標與管理議題 40 2.3. 學生課前討論問題 42 2.4. 個案公司背景 43 2.5. 個案分析 46 2.5.1. 教學目標一:永續價值與生產開發探討 (Sustainable Value and Produced Development) 46 2.5.1.1. 理論教學 47 2.5.1.2. 課前問題與討論: 49 2.5.1.3. 討論分析: 49 2.5.2. 教學目標二:商業模式與生態探討(Business Model and Ecosystem) 56 2.5.2.1. 理論教學: 56 2.5.2.2. 課前問題: 62 2.5.2.3. 討論分析: 62 2.5.3. 教學目標三:社會影響力探討 (Social Impact) 68 2.5.3.1. 理論教學: 68 2.5.3.2. 課前問題: 70 2.5.3.3. 討論分析: 71 2.5.4. 教學目標四:主導邏輯探討 (Dominant Logic) 76 2.5.4.1. 理論教學: 76 2.5.4.2. 課前問題: 79 2.5.4.3. 討論分析: 79 2.6. 課程結論 87 2.7. 教學建議 88 2.8. 板書規劃 93 3. 參考文獻 94

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