| Summary: | 碩士 === 實踐大學 === 企業管理學系碩士班 === 97 === ABSTRACT
In the changing business world, there are various challenges testing companies’ surviving capability. These crises could be a result of sudden shift in external environment or a result of poor business management. No matter what causes these crises, very few companies can successfully carry over the crises. Through a case study on the world’s largest blind manufacturer A Company’s turnaround experience, we hope to provide management of the same interests some inspiration in company positioning, strategy planning, and crisis management.
A Company was established in 1974 and expanded quickly under a favorable macro-environment. Nevertheless, low entry barrier in the industry finally led to fierce competition and made A Company suffered from a three-year consecutive lost since 1995. Fortunately, the management successfully transformed the company and made it recover from the crisis. Through interview with high-level management, we concluded that the key to A Company’s successful turnaround lies in the integration of value chain, which helped A Company find its own position in the low entry barrier and low brand loyalty industry. Value chain integration not only helped A Company built an irreplaceable multi-functional platform but also helped it develop a higher margin new business.
The challenges A Company faced is not unique to it but very few companies can successfully recover from the trough. At the end of the essay, we came out with three managerial suggestions in the hope to provide managements of all fields some inspiration when designing strategies for their own companies that companies should be prepared for challenges in times of peace, branding is not the only way to add value, and mass customization offers a blue ocean for traditional manufacturers.
Key word: Turnaround, value chain, transformation
|
|---|
