Abstract
Using two case companies, Pau-Chen Group and Feng-Tay Group, in Taiwan’s traditional footwear industry, this research explored how companies leverage their Competition Advantages and adopt various strategies to grow beyond limitations and accelerate business transformation while facing the bottle-neck of growth in maturity. To elaborate the behaviors of growing companies and understand the differences of Strategy Renewal in practical and theoretical fields, this thesis established a Conceptual Architecture with five research interfaces including Strategic Intent, Strategic Choice, Core Competency, Business Scale/Model, and Diversification. With comparative case study methodology, this research looked for the case companies’ Strategic Choice as well as the motivations and methods of Strategic Renewal during various development stages, explained how their Competition Advantages were constructed, discussed the key factors to success, and untangled the similarities and variables during the development processes. Finally, based on the analysis of the case study, this research provided conclusions from both practical and theoretical perspectives and proposed realistic suggestions concerning future operational directions and Strategic Choice for the case companies.