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All Journal International Journal of Application on Economics and Business
Te-Tsai Lu
Department of Business Administration, Kun Shan University, Tainan, Taiwan
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

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TRANSFORMING BUSINESS MODELS: INNOVATIONS FROM AGRICULTURE TO AQUACULTURE Jia-Ru Lin; Te-Tsai Lu
International Journal of Application on Economics and Business Vol. 4 No. 2 (2026): May 2026
Publisher : Graduate Program of Universitas Tarumanagara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24912/ijaeb.v4i2.632-637

Abstract

Taiwanese agriculture has long been under pressure from climate change, labor shortages, and volatile market prices. Smallholders often remain in a weak bargaining position due to limited scale, making it difficult to stabilize output and accumulate added value. Using a qualitative case study approach, the present study examines the transformation of a greenhouse muskmelon farm from 2019 to 2025 and synthesizes a six-stage innovative operating model consisting of (1) technological adoption, (2) grading and packaging, (3) channel development, (4) supply-demand planning, (5) team organization and division of labor, and (6) brand building. The findings show that facility-based cultivation and precision management reduce climate risks and improve product consistency; standardized grading and packaging enhance product identification and market trust; and access to wholesale channels and market intelligence enables the case to shift from a price taker to a supply-chain coordinator. Team-based aggregation and staggered production increase shipment volumes and bargaining power, while branding and traceability help the product enter mid-to-high-end markets and capture price premiums. The proposed model is further transferred to and validated in a hard clam aquaculture case. Results indicate that smart water-quality monitoring, standardized grading and packaging, diversified channels, and staged harvesting improve survival rates, stabilize cash flow, and strengthen brand trust. Overall, the six-stage model demonstrates cross-industry transferability and provides a practical reference for enhancing resilience and sustainable competitiveness among small-scale farmers and aquaculture operators in Taiwan.
A CASE STUDY OF TRADITIONAL MANUFACTURING INDUSTRY TRANSFORMATION TO TECHNICAL SERVICES INDUSTRY Liang-Te Chiang; Chin-Chiuan Lin; Te-Tsai Lu
International Journal of Application on Economics and Business Vol. 4 No. 2 (2026): May 2026
Publisher : Graduate Program of Universitas Tarumanagara

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.24912/ijaeb.v4i2.638-647

Abstract

With changing times and rapid technological advancements, the early advantage of cost-driven industries has faded. Former “cash cow industry” are gradually being labeled as traditional industries, or even considered “decline industries.” Traditional manufacturing industry have consistently played a crucial role in Taiwan's economic development, repeatedly contributing to the country's economic miracles. However, in recent years, a growing number of Taiwan's traditional manufacturing company have been investing overseas or undergoing comprehensive transformation. Faced with an increasingly challenging investment environment and rising costs of labor, raw materials, and equipment investment, where should traditional manufacturing industry go from here?. The present study firstly focuses on the transformation of traditional manufacturing industry, exploring the key factors for successful transformation. Secondly, it examines the strategies adopted by companies when facing significant challenges. Through case studies, secondary data collection, and interviews, the present study provides suggestions and references for the transformation strategies of traditional manufacturing industry, based on the results of discussions with actual companies. It also offers questions and directions for future research. The present study identifies the three most important key factors for successful transformation as follows: leadership team, strategic acumen of the leader, and human resource quality.
Co-Authors Chin-Chiuan Lin Jia-Ru Lin Liang-Te Chiang