紡織業一直以來被定位為傳統產業，隨著氣候變遷與消費行為的改變，機能性的紡織成衣成為新的流行趨勢，漸漸由過去的休閒風轉向運動風潮，由於紡織產品結合科技與美學的加值開發，重新對紡織產業有了新的定位，也造就了紡織產業內外企業爭相較勁的區塊。本研究的目的首先探討紡織產業的發展與趨勢分析，進而了解個案公司的組織特性與經營模式，而後探討個案公司為因應內、外部環境，必需在企業經營模式上的改變，藉由 S.W.O.T.分析找出內部優勢及劣勢、外部機會及威脅，並歸納彙整出個案公司的轉型策略，最後將本研究結論與實務結合，提供建議給個案公司，以及業界參考。 本研究對象TW個案公司為台灣紡織成衣用布的領導品牌，資源上擁有強大的開發能力及服務創新實力，為針織業者中的佼佼者。近年來個案公司面臨紡織業需求型態的改變，以及新進入競爭對手的威脅等問題，因此必須藉由營運模式的轉型，建立個案公司的自有品牌，才能因應環境與市場的變化，達到永續經營的目的。 本研究採用個案研究法，包括次級資料蒐集與高階管理者的深度訪談以瞭解個案公司的營運模式，而後進行資料分析，透過 Weihrich(1982) 提出 SWOT 策略矩陣之概念，進行轉型策略分析。本研究針對個案公司歸納轉型策略的結論，包括：一、利用上下游廠商間的合作關係，形成完整的價值鏈。二、建立自有品牌。三、建立成衣研發中心與成衣合作夥伴，維持產品品質的高水平。四、建立品牌核心價值。 本研究針對個案公司提出以下建議：一、人才培訓與職涯規劃的強化。二、提升ERP系統的處理能力。三、提升開發速度，以符合客戶與流行趨勢。四、強化內部洞察力與敏銳度，提升掌握市場流行趨勢的能力。;Usually, the textile industry has been positioned as a traditional industry. With the changes in climate and consumers’ behaviors, performance apparel has become the new fashion trend. It has changed from the leisure style to sports style gradually. The combination of textile technology and aesthetics not only increases the added value and reshapes the textile industry, but also creates a new competitive battle field. The purpose of this study is to investigate the developing trends in the textile industry, to analyze the object of study by using the SWOT analysis method and then to propose a proper transformation strategy along with the viable practices and suggestions to the case company as well as the industry. The object of this study with strong development capability and service innovation strength is the leading brand company of Taiwan textile fabrics and market leader in the knitting industry. To respond to the business operating challenges and new threats, and to achieve sustainable operation, the case company must change its business model and try hard to establish its own brand name. The case study research method includes secondary data collection and analysis adopted to analyze the business model of case company and then SWOT analysis method is utilized to obtain and analyze the transformation strategy. In this study, there are four conclusions presented for transformation strategy including： 1. Take advantage of cooperative relationships and build a complete value chain. 2. Establish the own brands. 3. Establish clothing R & D center and cooperate with garment partners to maintain a high level of product quality. 4. Establish the core value of the own brand. Furthermore, four suggestions have been proposed to the case company including： 1. Strengthen talent training and career planning. 2. Enhance the processing ability of the ERP system. 3. Shorten the development cycle to meet customers’ requirements. 4. Strengthen market insight and sensitivity to grasp market trends.
