新產品開發策略制定及成效評估─以TC公司為例

NCUIR > School of Management at National Central University > Executive MBA > Electronic Thesis & Dissertation > Item 987654321/60049

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/60049

Title:	新產品開發策略制定及成效評估─以TC公司為例
Authors:	徐文康;Hsu,Wen-kang
Contributors:	高階主管企管碩士班
Keywords:	新產品開發策略;產品生命週期;研發外包;ODM;OBM;早期市場;成長市場;Product Lifecycle;R&D Outsourcing;ODM;OBM;Early market;Growth market
Date:	2013-06-13
Issue Date:	2013-07-10 12:02:59 (UTC+8)
Publisher:	國立中央大學
Abstract:	這幾年很多台灣知名ODM公司轉型品牌OBM公司，但在經營管理、新產品研發規劃、研發資源投入風險等比較保守，還是習慣使用ODM思維模式追求少樣多量市場，但對於很多新產品市場需求不願意投入研發，造成很多新市場無法進入，或是進入市場時開始進行價格競爭。每一個產品都有其產品生命週期，在新產品市場每一個企業都希望成為市場領導者，但新產品開發響應速度、技術、價格是非常重要關鍵。台灣ODM公司也是從代工生產、產品設計到有自有品牌產品OBM公司,擁有很好產品開發管理、品質檢驗管理經驗、研發技術及關係很好客戶關係及市場影響力。所以希望透過此論文提供這些台灣公司一個新產品開發略，可以使用過去ODM產品開發管理經驗及制度採取研發外包合作模式尋找外部設計公司進行ODM新產品開發，並授權產品品牌生產，公司將產品銷售給客戶，成為一個OBM公司。此方式避免早期市場新產品研發投入開發風險，同時可以滿足客戶新產品需求，占領新產品市場。公司可以持續觀察市場發展及規劃開發更好指標的產品，在新產品明確的成長市場，採用新產品持續引領市場，同時結合自己公司零件大量採購價格及生產優勢,為公司在新產品市場帶來成長。 Lots of Taiwanese manufacturers have undergone transformation from ODMs to OBMs these years, but remain conservative in terms of management, new product planning, R&D resources deployment and risk taking. The obsolete ODM thinking pattern -- “Large number & less variety” – refrained them from investing R&D as a result, they miss many new markets, or even worse, have to start price competition as soon as they move into the market. Every product has its own lifecycle. Every company wants to be market leader for a new product, while it highly depends on the speed of new product launch. Lots of Taiwanese ODMs grow from OEMs and eventually reach OBMs. They possess good product development management, QC management, R&D technology, customer relationship and market influence. Such Taiwanese companies can tap their ODM product development experiences and systems, adapt R&D outsourcing model by looking for independent design houses to do new product development, and license their brand name for manufacturing, eventually make themselves OBM companies that sell products to clients. This way, the company can minimize the risk of early market R&D investment while satisfy customer’s demand for new product. Meanwhile, it makes room for the company to observe the market constantly to develop better product indicators, then use such product indicators to get ahead of the market in the market growth phase, and take the advantage of better price of quantity purchasing and better production efficiency, to maintain the growth in the new market.
Appears in Collections:	[Executive MBA] Electronic Thesis & Dissertation

Files in This Item:

File	Description	Size	Format
index.html		0Kb	HTML	637	View/Open

社群 sharing

Loading...