| dc.description.abstract | In the past two to three decades, due to the rapid changes in the global economic environment, most of Taiwan’s industries faced with fierce competition in the era of globalization. Looking at today′s Taiwanese golf industry, although the output value of products has accounted for more than 80% of the global market share, this industry has been developing since the 1970s, many Taiwanese companies have moved their production lines to China and some south-east Asian countries in order to procure cheaper production costs, how they can enhance their strategic competitiveness during this transition is the key issue of this paper research.
To clarify and identify the true competitiveness of these Taiwanese companies, this paper researched and analyzed most related academic theories, including those involving company competitiveness, industry upgrading, national and regional economic development. But almost all the theories and documents are based on the viewpoint of western business model to explain the behaviors of a business, an industry, a nation or a region. There is little attention paid to the invisible competitive strategies of these Taiwanese companies. This paper used case study and qualitative methods to deeply understand the behaviors and competitive strategies of these Taiwanese companies in this industry.
This research is aimed at how the Taiwanese manufacturer in the leading position in the golf equipment industry deal with the transformation and upgrading of the business model as the research theme, and explain the relevant effects of the transformation and upgrading of the enterprise and the innovation benefits. At the same time, it also explores the dilemmas and challenges faced by the case companies in their strategies and action plans. As a reference for other Taiwanese traditional industries, the company is currently seeking a transformation from OEM/ODM/OBM. | en_US |