Value Innovation of Design that Helps Business Transformation A Case Study of T Design Company and Y Business Hotel

• Main Authors: Hwai-Te - Huang, 黃懷德
• Other Authors: Chiung-Ju Liang
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/zd586t

碩士 === 國立臺灣科技大學 === 管理研究所 === 105 === Because of the growing demand of China market, Business Hotels are now during the Warring States period. The role “space design” plays in such a fast-developing industry is usually at the end of the investment process, which only focuses on the aesthetic style, instead of considering the result of the design or the effect upon the industry. Besides, the design companies seldom understand the thought and language of the hotel management team, especially when the management team is facing the decision-making under the pressure of sales growth or industry innovation. All design companies can attend is only a vicious cycle includes a possible wrong decision or the belief of a myth. Neither for the design company or the industry, it’s not a positive phenomenon. To keep the competitive advantage, the industry has to invest in resource to create differentiation. In the meantime, it should also have a more effective cost control. But it’s thought that there’s a conflict between differentiation and an effective cost control. Which means, to control the cost needs standardization, but standardization can’t create differentiation. In other words, to create differentiation needs higher cost and it won’t reach standardization. This study will analyze how design innovation helps business with value transformation. It’s based on a study of a design company that has international level and a typical developing business hotel in China, which develops a design process that includes both of innovation of differentiation and cost, creates a next growing competitive advantage for the industry, and it can be a direction and reference for the business hotels in the future.