高級訂製服已死？以資源基礎理論分析探討博之國際服飾有限公司之全球市場競爭優勢

Abstract

高級訂製服“Haute Couture”又稱高級時裝，擁有歐洲宮廷貴族之血統，還具有高不可攀之昂貴價格。精緻之研發布料和由頂級匠人之精湛手工藝呈現。2008年受全球金融危機影響，2009年高級訂製品牌克里斯汀•拉克魯瓦(Christian Lacroix)宣告破產，全球籠罩在“高級訂製服已死”之傳聞裡，蔓延至今。本論文之目的是探索高級訂製公司在全球市場上的競爭優勢。本研究採用深度訪談之方式，旨在了解客戶和公司高層管理人士對高級訂製服未滅亡原因之看法，特別以博之國際服飾有限公司之競爭優勢為案例。基於資源基礎理論之觀點，對訪談數據之分析確定了六項資源——異質性、不可移動性、價值性、稀有性、不可模仿性和不可替代性，做為博之國際服飾有限公司在全球市場上保持競爭力之關鍵成功資源。所選案例之具體關鍵成功資源包括 1)薪酬創新(即股東制)， 2)生產流程創新(即循環互助模式) 3)領域創新(即隨時隨地解決方案)，最後 4) 技術創新(即產品多樣化)等等。本研究最後建議，為了公司之可持續發展，它應該更好地利用技術來增強虛擬系統(例如線上服務和線上訂購系統)、人才培育(全球獵才)和全球品牌知名度之提升。“Haute Couture”, also known as high-end fashion, has the blood of European court nobles and has unattainable and expensive prices. Haute Couture is the product of exquisite research and developmentof fabrics and exquisite craftsmanship by top craftsmen. Affected by the global financial crisis in 2008, the Haute Couture brand Christian Lacroix declared bankruptcy in 2009. The whole world is shrouded in rumors of"the death of Haute Couture", which has spread to this day. The purpose of this thesis is to explore the competitive advantage of a high-end tailored made company in the global marketplace. This study adopts the in-depth interview method with the objectives to develop an understanding of both customers and company senior managers’ view of the reason why Haute Couture is not dead, particularly with the focus on Pozhi Interactional Clothing’s competitive advantage. Hinged upon the resource-based view, the analysis of the interview data identified six resources—Heterogeneity, Immovability, Value, Rareness, Inimitability, and Irreplaceable as key success resources for Pozhi company to stay competitive in the global marketplace. Specific key successful resources of the selected case include 1) salary innovation (i.e., shareholder system), 2)production process innovation (i.e., circular mutual assistance model), 3) field innovation (i.e., anytime, anywhere solution) and finally, 4) technological innovation (i.e., product diversification). This study concludes with a suggestion that for the sustainability of the company, it should better utilize technology to enhance virtual systems (e.g., online presence and online ordering system), talent cultivation (global talent sourcing) and global brand awareness improvement.