薛長興工業的潛水衣事業

潘羿菁報導，薛長興潛水衣王國 獨霸全球，經濟日報，2015-11-08  

薛長興工業從宜蘭羅東騎樓下的路邊攤發展，目前年營收已超過百億元，海內外員工逾萬人，生產基地布局台灣、泰國、柬埔寨、大陸與越南，在潛水衣全球市占率高達 65%，每 10 件高端潛水衣當中，就有六件來自於薛長興。 

知名潛水衣服飾品牌 Billabong、O’Neill、Rip Curl、NRS 等，均為薛長興的客戶，這是父親薛丕拱與兒子薛敏誠一手創立的潛水衣王國。...

How Samsung Became a Design Powerhouse

Youngjin Yoo and Kyungmook Kim, How Samsung Became a Design Powerhouse, Harvard Business Review, September 2015.

Then, in 1996, Lee Kun-Hee, the chairman of Samsung Group, grew frustrated by the company’s lack of innovation and concluded that in order to become a top brand, Samsung needed expertise in design, which he believed would become “the ultimate battleground for global competition in the 21st century.” He set out to create a design-focused culture that would support world-class innovation. 

By any measure, his goal was achieved. Samsung now has more than 1,600 designers. Its innovation process begins with research conducted by multidisciplinary teams of designers, engineers, marketers, ethnographers, musicians, and writers who search for users’ unmet needs and identify cultural, technological, and economic trends. The company has built an impressive record on design, garnering more awards than any other company in recent years. The bold designs of its televisions often defy conventional style. With its Galaxy Note series, Samsung introduced a new category of smartphone—the phablet—which has been widely copied by competitors. Design is now so much a part of its corporate DNA that top leaders rely on designers to help visualize the future of the entire company. ... 

Samsung’s success in making this shift can be traced back to a single early decision—to build design competency in-house rather than import it. As we’ll describe, Samsung chose to create a committed, resourceful corps of designers who figured out that they could manage the tensions and overcome internal resistance by deploying the same tools that they use in pursuing innovation—empathy, visualization, and experimentation in the marketplace. The corps has helped institute policies and structures that embed design thinking in all corporate functions and provide a framework for reevaluating products in the face of dramatic technological change.... 

As part of its investment in developing an organization-wide design capability, Samsung brought in faculty members from a well-known art college and created three training programs. One program trained in-house designers, taking them away from their jobs for as long as two years.

振鋒企業的供應鏈變革

林欣婕，6 招革新供應鏈 營收六年翻四倍，天下雜誌第 582 期，2015/09。

振鋒是個只有三百多人的公司，但兩條產品線：工人吊掛及登山攀岩用的人身掛鉤，全球市佔率達七成；港口、建築工地起重的鉤子，則名列全球市場的前五大。 

不過，振鋒目前的營業額，只有第二大廠瑞典 Gunnebo 的一成，還要成長十二倍，才會超越美國 Crosby。...  

「江湖一點訣，就是『物美價廉，快出快進』八字，」振鋒企業董事長洪榮德笑著說。這八字箴言，是洪榮德在金融海嘯跌跤後的體悟，為了讓策略落地，振鋒不論是前端的供應鏈管理、面對客戶的銷售制度，或是運籌、資訊系統上，都有砍掉重練的大革新。 

關鍵決策 1　價格超「殺」 全力追求成長 

他發現，八○年代的美國頂尖百大企業，依成長率與獲利率分為四類，其中低成長、高獲利的企業，十年內有近七成退出市場。 

這不正是振鋒的寫照？洪榮德決心從利基走向主流，不再執著做「好賺難做」的高價產品，換做「物美價廉」的產品追求成長。... 

姜智璿初上任，就把座位設在廠區，足足坐了半年。「剛來時，發現遍地是『黃金』，」姜智璿說，過去追求品質完美，不必要的工太多，甚至看過同仁用手工補鉤子上的漆。 

我為什麼教資料探勘

學校推動三化課程，縮減必修課程的總學分數，改成模組化讓學生選擇，以便學生發展自己的興趣和專長。原本下學期的必修課作業研究因此變成選修，所以勢必得開發新課。

資管系的課程可以分成三大類，分別是數學、管理、和資訊。教數學的經驗不太美好，下學期我已經教生管，所以想教資訊類的課程。說實在的，資訊非我專長，所以選擇有限。

宸鴻的觸控面板

宸鴻 Q3 每股大虧逾 55 元 法人震驚，2015-11-04，中央社

因先前看好觸控筆電市場，宸鴻不但在福建平潭建新廠，也同步向友達購買觸控面板廠達鴻，並為達鴻擴充新產線；但事與願違，觸控筆電市場遲未能有效打開，新產能更成為宸鴻財務的嚴重負擔。 

宸鴻董事長江朝瑞表示，業界曾一窩蜂針對觸控筆電市場擴充產能，剛起步時，觸控筆電市場年成長率一度達 352%，但很快就急轉直下，不但觸控筆電市場萎靡不振，整體面板市場也表現不佳。 

不過，觸控面板最差情況應該就到此為止，市況要再往下走應該不易。