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Transition from OEM to OBM: A case study of Fenix

Sheau Yun Chyr (Institute of Textiles & Clothing, The Hong Kong Polytechnic University, Hung Hom, Kowloon, HKSAR, China)
Gail Taylor (Institute of Textiles & Clothing, The Hong Kong Polytechnic University, Hung Hom, Kowloon, HKSAR, China)
Chi Leung Patrick Hui (Institute of Textiles & Clothing, The Hong Kong Polytechnic University, Hung Hom, Kowloon, HKSAR, China)

Research Journal of Textile and Apparel

ISSN: 1560-6074

Article publication date: 1 August 2008

Abstract

The insights from the Fenix case study reveals the advantages of adopting an indirect path towards achieving OBM, factors governing decisions and actions during the transformation, inherent obstacles of branding in the high-end market and the synergies of running the OEM and OBM business models in one company. These insights serve as an example of success in both transforming the enterprise from OEM to OBM and diversification of markets to sustain OBM business activities.

Keywords

Citation

Chyr, S.Y., Taylor, G. and Hui, C.L.P. (2008), "Transition from OEM to OBM: A case study of Fenix", Research Journal of Textile and Apparel, Vol. 12 No. 3, pp. 77-85. https://doi.org/10.1108/RJTA-12-03-2008-B008

Publisher

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Emerald Group Publishing Limited

Copyright © 2008 Emerald Group Publishing Limited