2002年，台灣加入WTO，低價毛巾傾銷來台，打壓台灣毛巾市場。這個危機催生出台灣創意毛巾，與日後毛巾工廠對經營思維的改變。2001年，林穎穗先生帶領興隆毛巾工廠開發創意毛巾，興隆的成功也帶動其他毛巾工廠努力謀求轉型。本研究主要在探究文化創意產業創業者如何領導傳統產業轉型為文化創意產業之作為，及了解創業者創業歷程及特質，並分析其行銷策略。以林穎穗先生及穎創毛巾工坊為研究個案，選擇推動毛巾產業轉型相關人士及了解興隆與穎創轉型、經營過程者進行訪談，並依據文獻回顧所形成之研究架構，分析訪談結果並深入探討。研究結果發現：創業者之個人特質影響家族事業的轉型，而創業者本身的創業特質及創業契機也由家族而來，可見在文創產業中「新」與「舊」的交集激盪出文創事業的火花；其創業策略憑藉的是不斷創新的理念及對網路行銷專業知識，這些利器幫助他主導興隆轉型成功。惟林穎穗創業之後面對種種不利因素，如消費者已認定林穎穗代表興隆，林穎穗如何打造強勢品牌，讓消費者瞭解穎創與興隆的差異性？抑或是防堵市面上層出不窮的仿冒品，維護穎創的智慧產權；另外，穎創沒有觀光工廠這個亮點，也僅有後端的服務業，如何永續經營自創品牌，都是穎創必須要克服的重要課題。 Taiwan joined WTO in 2002, the restriction of imported low price towel was released and caused damage to domestic towel industry in Taiwan. The crisis not only urged Mr. Lin Ying-Suei to create the first originally innovative towel tourism factory but also changed the management thinking of towel manufacturers in Taiwan. Mr. Lin started to develop creative towels in 2001 and the successful story of Shing-Lung industry inspired other towel manufacturers seeking for transformation opportunities. This study was designed to explore how a cultural and creative entrepreneur led a traditional manufacturer transforming to a cultural and creative industry. In addition, this study also tried to find out the personal characteristics and entrepreneurship of Mr. Lin and his marketing strategies as a cultural and creative entrepreneur. To achieve goals mentioned above, the research framework was based on the Literature Reviews and adopted in-depth interview to collect the first hand information from interviewees, those who helped domestic towel industry transform, and those who knew the history of Shing-Lung and Ying-Chuang. The main findings are as follows: The personal characteristics of the entrepreneur have affected the transformation of his own family business. Besides, the personal characteristics of the entrepreneur and the opportunities of entrepreneurship were emerged from his family. Therefore, “innovation” combined “tradition” can actually stimulate the sparkle of cultural and creative industry. Mr. Lin’s innovative thinking and professional knowledge on internet marketing has led Shing-Lung transform successfully. However, several questions still remain unsolved including how to build a strong brand and make differences between Shing-Lung and Ying-Chuang? How to stop those counterfeits and maintain Intellectual Property Right? Moreover, there is no manufacturing facility in Ying-Chuang but service sector only, how could Mr. Lin manage with an aim to become a sustainable brand? The results of this study provide implications to the industrial transformation and further academic research.
