A Case Study On Business Model TransformationOf TLT Interior Design Company

碩士 === 國立臺灣科技大學 === 資訊管理系 === 103 === This case study describes the exploits of Leo, who is the responsible person of the TLT Interior Design Firm. In 2010, after his firm had lost money year after year and ran into difficulty in day-to-day operations, he decided to move west with his entire family...

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Bibliographic Details
Main Authors: Shu-chen Liao, 廖淑貞
Other Authors: Cheng-kang Chen
Format: Others
Language:zh-TW
Published: 2015
Online Access:http://ndltd.ncl.edu.tw/handle/49241543199096481538
Description
Summary:碩士 === 國立臺灣科技大學 === 資訊管理系 === 103 === This case study describes the exploits of Leo, who is the responsible person of the TLT Interior Design Firm. In 2010, after his firm had lost money year after year and ran into difficulty in day-to-day operations, he decided to move west with his entire family to China to prospect new business opportunities, just like Captain Cortes when he burned his ships, even though most who knew him were pessimistic about his future. After changing the organization and business model, he focused on the core competence of design and Feng Shui while outsourcing finance and drafting. By collaborating with interior design firms in China in the areas of construction and project management, he successfully conquered a new market in Mainland China. In addition, he developed cross-industry collaboration with construction contractors, architecture firms, real estate developers, and furniture manufacturers. In May 2014, a Chinese customer contracted with Leo for the interior design of his office in Taiwan. This opportunity prompted Leo to think about whether he could duplicate his Chinese business model in Taiwan and enter the competition against other firms in Taiwan again. In terms of case study, this author first discusses how the subject of the case study designs the organization structure for the sake of development in the new market that is China. Then, by discussing how the subject of the case study divided the operations of the interior design firm and handed some operations to third parties by outsourcing or collaboration, this paper investigates how a business effectively uses its capability of modularization. By focusing on the collaboration with third parties, this paper investigates the partnership among organizations and the operation model of coordinated work. Finally, by discussing the collaboration between the firm in the case study and third parties, this paper investigates the nature of cross-industry activities between organizations and the responsibility of a cross-industry coordinator.