Description Detail

Vol.21, No.3(2014-)(127) 
Blue ocean strategy to conquer price competition: A case study of light denim fabric development
價格競爭下的藍海策略─環保牛仔布的開發個案
Y. S. Chen, S. H. Chang, Y. W. Zhen, C. Y. Hsu, P. Y. Huang
陳宇湘, 張絲涵, 鄭雅文, 許芝毓, 黃佩鈺
Textile and clothing industry is one of the most successful businesses in the globalization era. When cheaper clothing from global sourcing fuels the demand of fashion consumption, environmental concerns are emerging all around at the same time. Any clothing, from material sourcing, to a series of manufacturing and processing steps, every section of the production chain causes serious environment destruction, such as resource exhaust, energy and water consumption, and water pollution. This condition is obviously detrimental in the case of cotton denim, which is the most popular kind of fabric consumed in the past decades. At present paper we use a case study of RUENTEX BROUP, a renowned textiles firm in Taiwan, to analysis the initiative and strategic intention for its product innovation of an eco-fabric named light denim, which can minimize energy and resource consumption during manufacturing process, furthermore reducing emission of hazardous waste water, by their distinctive light dying technology. We also reviewed what kind of difficulty they encountered and how they cope with those challenges, and finally we examined the market reaction to this eco-fabric.
近年來隨著地球生態環境的日趨惡化,關於織品服裝產業的環保議題也受到各方的關注。在環保團體的推動之下,許多國際的服飾品牌商陸續承諾會負起環保的責任,這個發展趨勢對於以出口為主的台灣紡織業有重大的意義。另一方面,在全球化下的競爭壓力下,如何克服銷價競爭的困境、找到差異化的關鍵以航向藍海則是台灣廠商近年來努力的方向。本研究選定國內知名的紡織大廠潤泰全球為研究對象,針對它這幾年投入的一款名為輕量淺丹寧的牛仔布之過程進行分析,希望從中理解個案企業是在何種背景與動機之下,決定投入環保布料的開發;其次探討廠商在開發此商品的過程中所碰到的困難,以及支撐商品開發的組織資源;最後針對環保紡織品的市場與行銷現況作檢討,並為未來環保紡織品的發展作出建議。
eco-fabric, light denim, blue ocean strategy
環保牛仔布、輕量淺丹寧、藍海策略
Year Volume
2020 27.1 | 27.2
27.3 |
2019 26.1 |
2018 25.1 |
2017 24.1 | 24.2
24.3 | 24.4
24.5 | 24.6
24.7 | 24.8
24.9 |
2016 23.1 | 23.2
23.3 | 23.4
23.5 | 23.6
23.7 | 23.8
2015 22.1 | 22.2
22.3 | 22.4
22.5 |
2014 21.1 | 21.2
21.3 |
2013 20.1 | 20.2
20.3 | 20.4
2012 19.1 | 19.2
19.3 | 19.4
2011 18.1 | 18.2
2010 17.4