近年來，迪化街傳統布業面臨極大的經營挑戰，包含買布訂做衣服的意願大幅減少、大量廉價的大陸商品競爭、供應商出現斷層、紡織配銷制度的解除等因素，如何進行策略創新及轉型，已成為迪化街布商重要的課題。
本研究以Markides (1997)的策略創新啟動程序及Kotter (1995)的組織轉型八階段論為基礎，透過深度訪談迪化街家族式經營的傳統紡織布商及其長期配合的上下游事業夥伴，以了解迪化街傳統布業目前主要營運模式及策略，並從產業鏈角度，探討迪化街傳統布業面對之競爭威脅及機會，找出其經營創新與組織轉型策略。
在策略創新的發現，紡織產業內業者大多對於產業前景並不樂觀，個案公司認為要在日益競爭環境中生存，其客源、客戶品牌、及人脈都是未來事業目標的關鍵成功因素，個案公司在市場定位應以開放心態；在產品定位應向下調整；改變被動式的流程，導入管理系統輔助企業營運。
在組織轉型的發現，個案公司認為目前產業持續萎縮，未來事業願景將會放在東南亞市場，策略目標則是由貿易商轉型自創品牌，管理者應開放員工參與，並讓公司內外部夥伴即時回應公司的策略及計畫。唯有讓接班管理者發揮長才和大刀闊斧的革新，並保留優良的傳統文化精神，全面轉型為新的商業模式，才可以將新文化深植下去。

In recent years, the traditional cloth industry of Dihua Street faces great challenges. With the rise of the garment industry, the willingness of people to buy cloth has greatly reduced. The competition from cheap mainland goods has also led to a decline in the business of cloth merchants and a lower willingness to develop new products. Based on cost considerations, many textile manufacturers set up factories in mainland China, and have suppliers gap. The wholesalers of Dihua Street cloth merchants have also changed from retail cloth merchants to garment processing enterprises. How to carry out strategic innovation and transformation become important issues for traditional textiles in Dihua Street.
We take the way of in-depth interviews with traditional textile family-operated company in Dihua Street and its long-term upstream and downstream business partners. This study takes a deep look into the current main operating model and strategies of traditional textile company in Dihua Street, explores its competitive threats and opportunities from the perspective of industry chain, and aims at finding out its business innovation and organizational transformation strategies as a reference for other traditional cloth businesses.
Due to trade disputes between China and the United States, case company and its supplier found that many Taiwanese businessmen who were originally exporting in China have come back to snatch the domestic market. As a result, Taiwan’s textile company’s competitors have increased and the business environment has become more sinister. Case company that originally exports to the Chinese market are also shrinking orders, and are facing the challenges of transforming and market expansion.
The case company cannot carry out vertical or parallel integration of the industry because of their product particularity. Therefore, organizational internal adjustments are being made firstly, such as streamlining organizational hierarchy. In addition, it is also evaluating the changes in business strategies through deploying other markets such as Europe, America and Southeast Asia. The sub-brand establishment of case’s client is bound to have more expectations for fabric products. When the customers of the case company can control the production inventory, the demand for upstream fabrics will be more clear, and the case company can also create and improve the reputation of the products by meeing its customers’ needs.
As to the organizational transformation, small traditional textile company should at least assess the situation of industrial competition from the entire Asian region, and it is no longer possible to do business from a single country or a single region. The first step in the organizational adjustment of the case is to separate the product development division and make product segment for different target markets. In the second step, the sales personnel must be able to refine the expertise and related information of various products and markets. Different countries have different product attributes and cost requirements, and sales department must accurately and quickly grasp the customer needs of each market. When external market information can be quickly communicated to internal units for execution, the efficiency of customer responding can be improved.
The case company hopes to transform to set up its own brand from traders and start up a clothing company, but the current industrial environment is not conducive to creating its brand. Therefore, only a product focus strategy can be adopted in the short term. If the case company wants to make organizational transformation, it must conform to the business model of industrial trends, and at the same time use technology to assist the company's strategic development.

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三、網站部份：
1.中華民國紡織業拓展會官方網站(2019)，http://www.textiles.org.tw/TTF/main/content/ContentDesc.aspx?menu_id=340
2.股感知識庫，
https://www.stockfeel.com.tw/%E7%B4%A1%E7%B9%94%E6%A5%AD%E7%9A%84%E4%B8%8B%E4%B8%80%E9%87%8C%E8%B7%AF/
3.經濟部國際貿易局-經貿資訊網 Bureau of Foreign Trade，
http://www.trade.gov.tw/Pages/List.aspx?nodeID=1376
4.經濟部統計處，
https://www.moea.gov.tw/MNS/dos/home/Home.aspx
5.臺北旅遊網(2019)，
https://www.travel.taipei/zh-tw/attraction/details/1585