時尚產業之經營模式－以LVMH和ZARA為例

Business model of Fashion Industry－A Case Study on LVMH and ZARA

張寶蔌(Pao-Su Chang)

指導教授 ： 江炯聰

國立臺灣大學/管理學院/商學研究所/碩士(2009年)

https://doi.org/10.6342/NTU.2009.01257

摘要

本研究主旨在於分析流行時尚產業中重要競爭者的經營模式，並提出台灣時尚產業發展的可能性。
在了解時尚產業的特徵之後，透過五力分析模型了解奢侈品和快速時尚這兩個極為重要的市場的特性，再分別分析這兩個市場中最主要的競爭者－LVMH和ZARA的價值鏈以及競爭優勢，以了解他們的經營模式和定位策略。同時分析台灣現階段的競爭優勢以及當下面臨的挑戰，並在最後提出成衣產業產值不斷下滑的可能解決方法。
期望藉由本研究的整理與歸納，讀者可以了解流行時尚產業的發展趨勢、特性，以及奢侈品和快速時尚兩個市場區隔中各個價值鏈環節，特別是向下整合至零售端和發展品牌的重要性。

關鍵字

商業模式 ； 價值鏈 ； 奢侈品 ； 快速時尚 ； LVMH ； ZARA

並列摘要

The goal of this thesis is to analyze the business model of main competitors in the fashion industry, and bring up the possibility for Taiwan to develop this industry.
After understanding the feature of fashion industry, this thesis analyze two of the most important segments of the market, luxury and fast fashion, by using five force model. Then analyze the value chain and competitive advantages of one main player for each segment－LVMH and ZARA, in order to find out their business models and strategies. Meanwhile, analyze the advantage that Taiwan have and the challenge that Taiwan faced, to generate a solution for the downgrading output value of the ready-to-wear industry.
From the thesis, reader can understand the trend and characteristics of fashion industry, also the importance of each step in the value chain in luxury and fast fashion industry, especially in the retailer and brand building parts.

並列關鍵字

business model ； value chain ； luxury ； fast fashion ； LVMH ； ZARA

參考文獻

Antoni, F., Burgelman, R. A., & Meza, P. (2004). LVMH in 2004: The Challenges of Strategic Integration. Stanford Graduate School of Business.

Ariely, D. (2008). Predictably Irrational: The Hidden Forces That Shape Our Decisions. HarperCollins.

Boland, V. (2009). Prada lays foundations for future growth. Financial Times .

Chadha, R., & Husband, P. (2007). The Cult of the Luxury Brand: Inside Asia’s Love Affair With Luxury. Natl Book Network.

Chatterjee, P. (2002, 11 7). A readymade advantage. Businessline .