In response to trade liberalisation, the company proposed an independent research and development programme based on proprietary technology, turning the lessons from past digitalisation setbacks into valuable industry experience. We had already begun systematically building an industry knowledge base and formulated a brand development plan to address how, under the combined pressures of trade liberalisation and the global geopolitical environment, we could continue expanding trade and developing business opportunities.
Unfortunately, a forward-looking brand strategy we proposed had to be abandoned due to Taiwan’s geopolitical circumstances, resulting in the loss of a potential market. Leveraging our existing resources, we resolved to move upstream, setting ourselves apart from conventional trading businesses. Ming Ta began developing mechanisms to strengthen its bargaining power and control over product pricing.
Our aim is to create the highest value while aligning with customer interests, ensuring supplier order stability, and driving Ming Ta’s revenue growth — a triple-win outcome. This will be rolled out progressively according to a structured plan.
