康敏平Kang, Min-Ping蘇匯娟Su, Hui-Chuan2022-06-082023-06-282022-06-082021https://etds.lib.ntnu.edu.tw/thesis/detail/f36d78f895168aa981d6c8fa08b70f11/http://rportal.lib.ntnu.edu.tw/handle/20.500.12235/116727本研究探討台灣流行時尚服飾廠商建立自有品牌之創業歷程，由辨識外部機會、建 立組織自身優勢、因應環境變化之策略選擇，對內採取資源重組，逐步建立消費者認同 的知名服飾品牌。本研究將個案公司採取四個階段分析，分別是第一階段的「手工訂製」時期，以手 工客製之精品服飾滿足高階婦女客群之社交需求。第二階段的「成衣設計生產」時期， 將本身對於精品服飾的手工製程，轉換為成衣工廠大量生產流程，由經銷商通路銷售達 到生產規模經濟的效果。第三階段為「自有品牌零售擴張」時期，因應通路變化，積極 在全省建立零售點，其通路型態也採多元方式，且逐漸將營運重點轉往自有銷售通路， 以強化品牌精神。第四時期為「設計師品牌聚焦」時期，因應流行時尚變化快速的特性， 聚焦於百貨公司與購物中心等綜合性通路，其店面強化銷售人員對顧客關係經營能力， 以深耕品牌之高端客群。本研究以四個階段為分析單位，分別以個案公司的創辦人在各階段對外部環境趨勢 的判斷、策略重點(價值活動)之選擇、組織內部資源的重整，以及循序漸進建立國內 服飾品牌之歷程。研究發現:創辦人蘇女士對服飾產業的熱忱是品牌永續的基礎，在創 業初期以累積生產規模為主，之後則以靈活且多元的通路政策站穩內銷市場，再逐步探 索海外市場機會。在組織能力調整部分，則可以發現個案公司的服飾品牌達到生產規模 之後，保留其設計之核心能力，將製造活動委外生產，以彈性生產滿足產品線廣度與目 標客群的需要，而組織內部資源快速重組，由製造能力轉成市場銷售能力，尤其是創業 後期各種通路皆有經驗豐富的專櫃銷售人員，充分傳遞品牌精神與創辦人對服飾的熱愛 與美好生活的想像。研究更進一步建議，在虛實通路整合的趨勢之下，以實體通路且經 營高端客群的品牌，仍應以自身核心能力為資源基礎，探索未來成長機會，並逐步資源 重組以形成新的商業策略。This study explores the entrepreneurial process of Taiwanese fashion apparel manufacturers to establish their own brands. From identifying external opportunities, establishing organizational advantages, and choosing strategies in response to changes in the environment, internal resources are reorganized to gradually establish well-known apparel brands recognized by consumers.This study analyzes the case company in four stages, namely the first stage of the"manual customization" period, where hand-made boutique clothing meets the social needs of high-end women's customers. In the second stage of the "clothing design and production" period, the manual process of fine clothing is transformed into the mass production process of the garment factory, and the dealers sell through the channels to achieve the effect of production scale economy. The third stage is the "private-brand retail expansion" period. In response to changes in distribution channels,it actively establishes retail outlets across the province. Its distribution types are also diversified, and its operation focus is gradually shifted to its own sales channels to strengthen the brand spirit. The fourth period is the"designer brand focus" period. In response to the fast-changing characteristics of fashion, it focuses on integrated channels such as department stores and shopping centers. Its storefronts strengthen the sales staff's ability to operate the relationship with customers to deepen the high-end customer base of the brand. This research takes four stages as the analysis unit. The founders of the case company in each stage judge the external environment trends, the choice of strategic focus (value activities), the reorganization of internal resources of the organization, and the gradual establishment of domestic apparel brands course. The research found that the founder, Ms. Su’s enthusiasm for the apparel industry is the foundation of brand sustainability. At the initial stage of her business, she focused on accumulating production scale, and then used flexible and diversified channel policies to stabilize the domestic market, and then gradually explore overseas market opportunities. The study further suggests that under the trend of integration of virtual and real channels, brands that operate on physical channels and operate high-end customer groups should still use their core capabilities as the resource basis, explore future growth opportunities, and gradually reorganize resources to form new business strategies.萊卡佛策略轉型動態能力機會辨識策略選擇五力分析Anita Su LaiCarForestrategic transformationdynamic capabilityopportunity recognitionstrategic chosenFive Forces Analysis學術論文