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    Title: 新產品開發行銷與研發整合之個案研究
    Integration Marketing and Research & Devleopment Using New Product Development as Case Study
    Authors: 楊皙州
    Yang, Hsi Chou
    Contributors: 樓永堅
    Lou, Yung Chien
    楊皙州
    Yang, Hsi Chou
    Keywords: 整合
    跨功能團隊
    產品經理
    工作執掌
    新產品開發
    新產品開發流程
    Integration
    Cross Functional Teams
    Product Manager
    Job Description
    New Product Development
    New Product Development Process
    Date: 2002
    Issue Date: 2016-05-09 16:34:29 (UTC+8)
    Abstract: 　　在全球化的趨勢下，產品的生命週期縮短、競爭也越來越激烈，各企業面對新產品的開發、新技術的發展及商業化速度的要求比以前更高。為了有效的開發新產品，為企業創造高額之利潤，強化企業競爭力，企業必須能夠在最短的時間內整合組織資源（例如行銷、研發與製造等核心能力），成為最有效率的公司。尤其，面對快速變化的動態環境之下，企業應以全球性的市場需求及標準，執行全球化的新產品開發流程與組織架構。
    　　本研究從行銷與創新研發的整合，來探討新產品開發時有哪些成功關鍵因素，例如應該建立何種的流程與機制，可以快速有效的開發新產品，成功達到商品化的目的;行銷人員如何針對市場的需要，客戶的需求作市場調查，以確認、掌握機會；何種的組織創新平台，可以讓研發團隊能快速開發新產品，可以有效整合行銷與研發團隊，發揮組織之最大綜效。本研究主要在探討以下四項新產品開發時的重要問題，期望能提供給企業界一些具體之建議與做法。
    　　1. 企業應採取何種新產品開發策略，才能快速有效的發展出新產品，並成功的商品化上市？
    　　2. 如何建立卓越的新產品開發流程，迅速成功的開發新產品？
    　　3. 新產品開發團隊中，行銷與研發團隊人員應如何有效整合？領導者如何發揮領導與溝通的角色？
    　　4. 哪些績效評估之機制與參考指標，可促進新產品開發之績效？
    　　本研究整理過去相關的新產品開發文獻與從四個個案之研究與分析中，可以從策略面、流程面、團隊領導溝通面與工具面，就新產品開發與行銷與研發之整合，發展出以下幾項之研究結論：
    　　策略面：
    　　1. 企業在規劃新產品開發策略時，應該採取新產品線與產品改良等同步進行的開發策略。
    　　2. 為了加速新產品的開發，公司應同時採取內部自行研發與外部研發中心建立策略聯盟的合作方式。
    　　流程面：
    　　1. 明確的新產品開發流程，工作職掌分明，流程標準化，並以正式文件描述之，可以加速新產品開發的速度且成功地完成商品化與上市。
    　　2. 完善的前置作業，作好初步市場調查與技術評估，可以提前完成新產品的定義，如此可以有助於新產品開發的成功。
    　　3. 行銷人員提早介入、接觸市場，深入了解顧客之需求，將客戶的需求充分反映給專案小組，如此有助於新產品的開發成功。
    　　4. 行銷人員與研發團隊應該更接近市場，以便能快速因應客戶的需求，迅速作回應，也可以提昇新產品開發的績效。
    　　團隊領導溝通面：
    　　1. 在高度不確定性、產品生命週期短的高科技產業裡，行銷與研發團隊的有效整合，對於新產品開發扮演重要的成功關鍵因素。
    　　2. 跨功能團隊組織的建立及良好運作模式，可以快速因應市場與客戶需求，進而提高新產品與服務的品質。
    　　3. 透過完善的溝通協調機制，可以有效解決團隊成員間的衝突。定期的會議，面對面會談，視訊會議，電話討論等都是很好的溝通機制。
    　　4. 充份信任，授權的組織文化能夠讓新產品開發團隊成員發揮其最大潛能，也能提昇新產品開發績效。
    　　5. 專案領導人的有效領導，激勵團隊成員充份發揮其潛能，產品成功率可以提昇。
    　　6. 領導者彈性因應市場之需求，做好資源的有效分配與運用，並作好橫向溝通與協調，可以適時有效的發揮組織的功用，持續開發出新產品。
    　　7. 領導者在團隊中，應該扮演教練的角色，也扮演守門員(Gate Keeper)之角色，協助團隊成員專注在重要的專案計劃，率先成功開發新產品。
    　　8. 提供激發創意的環境與團隊氣氛，有助於新產品開發成功。
    　　工具面：
    　　1. 良好的績效評估制度與獎勵措施有助於行銷與研發的整合。
    　　2. 明確而客觀的績效評估指標，例如，市場佔有率、產品獲利率、業績成長率，可以激勵團隊士氣，也有助於新產品開發成功。
    　　3. 以網路系統、電子郵件作為知識分享、雙向溝通的工具。
    　　Under the trend of globalization, product’s life cycle turns shorter with severe level of competition. Thereby, the development in new product and technology as well as product commercialization are more important than ever for enterprises today. Only the ones with the capability to efficiently integrate resources in dynamic market are able to harvest remarkable profits and strengthen market competitiveness. Especially under the dynamic changing environments, enterprises should utilize the global market needs and standard as its foundation to execute new product developments and organization structure.
    　　This thesis is to study the key success factors of new product development under the integration between marketing and research & development (R&D) teams. For example, what is the most effective process for new product development and commercialization? How to acquire business opportunity from accurate analysis of market demand? What kind of organizational platform enables R&D team to develop new product in timely manner? The thesis will focus on the following four questions of new product development, and is aimed to provide practical advices for enterprises in general.
    　　1. What is the most effective strategy for new product development and commercialization?
    　　2. How to establish distinct workstation for new product development?
    　　3. How to effectively integrate marketing and R&D teams? What role should the leader play?
    　　4. What kind of evaluation and reference enhance the performance of new product development?
    　　With relevant documents and four case studies, the thesis concludes the research in four aspects, namely Strategy, Process, Leadership & Communication and Techniques.
    　　Strategy Aspect:
    　　1. New product development and reformation of existing product line should be undertaken simultaneously.
    　　2. To expedite new product development, enterprise is recommended to form the strategic alliance between its own team and other R&D force externally.
    　　Process Aspect:
    　　1. Clear job description and standardized process accelerate new product development and leads to successful product launch and commercialization.
    　　2. Impeccable marketing research and analysis allows enterprise to define new product’s market position at the initial stage.
    　　3. Early study and approach of market demand and customer requirements enables the project team to penetrate the market precisely.
    　　4. Both marketing and R&D teams should be familiar with market situation, providing timely services to meet customer’s needs.
    　　Leadership & Communication Aspect:
    　　1. Effective integration between marketing and R&D teams plays an important role for industries with dynamic environment, short product life cycle such as high-tech industry.
    　　2. The development of cross functional teams and nice operation model at product development stage can proactively response to customer’s requirements and is able to improve the product and service quality
    　　3. Periodical meetings and communication can effectively break conflicts among the teams.
    　　4. Adequate trust and authorization allows team members to educe their potential for better performance.
    　　5. Efficient leadership to inspire team members for the maximum potential and results is the key to the success of the new product development.
    　　6. With good resource managements and horizontal communication & coordination, a flexible project leader could optimize its organizational function to continuously develop new products according to market demand.
    　　7. A good leader acts as Coach as well as Gate Keeper to support team members to focus on the priority of new product development efficiently.
    　　8. Providing innovative and harmonious working environments could expedite the success of the new product development.
    　　Technique Aspect:
    　　1. Fair performance appraisal and incentive policy enhance the integration of marketing and R&D teams.
    　　2. The clear defined performance indicators such as market share, number of new projects, profit rate, sales growth rate are important to motivate the team members to dedicate on the project.
    　　3. The web site, intranet, e- mail, e- learning are good tools for knowledge management and experience sharing that helps to a better communication and integration between marketing and R&D teams.
    "誌謝與感恩-----I
    摘要-----II
    ABSTRACT-----IV
    目錄
    第一章：緒論-----4
    　　第一節：研究背景-----5
    　　第二節：研究動機與目的-----7
    　　第三節：研究流程-----7
    第二章：文獻探討-----9
    　　第一節：新產品的開發-----10
    　　　　一、新產品開發的演進過程-----10
    　　　　二、新產品的定義-----11
    　　　　三、新產品開發流程-----12
    　　　　四、新產品開發成功的關鍵因素-----13
    　　　　五、新產品發展之績效評估-----15
    　　　　六、新產品開發的組織架構-----17
    　　　　七、小結-----17
    　　第二節：行銷與研發的整合----18
    　　　　一、整合的定義-----19
    　　　　二、行銷與研發整合的重要-----20
    　　　　三、創意產生的機制-----21
    　　第三節：新產品開發團隊的形成與運作-----23
    　　　　一、團隊定義-----23
    　　　　二、新產品研發團隊的運作之類型-----24
    　　　　三、新產品開發團隊的特質-----25
    　　　　四、跨功能團隊的建立-----26
    　　　　五、結論-----27
    第三章：研究方法-----28
    　　第一節：研究架構-----29
    　　第二節：研究方法與資料蒐集方式-----30
    　　第三節：研究限制-----32
    第四章：個案研究-----33
    　　第一節：MK化學公司個案研討-----34
    　　第二節：CT集團簡介-----49
    　　第三節：CT公司電子材料事業部個案研討-----52
    　　第四節：CT公司色母事業處個案研討-----70
    　　第五節：MT公司個案研討-----78
    第五章：個案比較分析及研究發現-----92
    　　第一節：個案分析-----93
    　　第二節：個案比較分析與研究發現-----96
    　　第三節: 新產品開發的檢核表(Check list)-----107
    第六章：結論與建議-----109
    　　第一節：研究結論-----110
    　　第二節：建議-----112
    附件一：CT公司色母事業處的新產品開發程序-----113
    附件二：全球化的專業經理人的特質與肩負的使命-----117
    參考文獻-----119

    圖表目錄
    表3-1　實證研究的使用時機-----30
    表3-2　本研究受訪公司與受訪對象-----31
    表4-1　MT公司員工人數表-----79
    表4-2　MT公司最近三年經營績效表-----79
    表4-3　MT公司產品組合表-----80
    表4-4　MT公司產品比重與營業額-----80
    表4-5　MT公司研發績效評估-----85
    表4-6　MT公司開發流程的人力配置-----88
    表5-1　新產品開發策略之比較表-----96
    表5-2　新產品開發程序之比較表-----99
    表5-3　新產品開發團隊比較表-----102
    表5-4　新產品開發績效評估比較表-----106
    圖1-1　本論文研究流程圖-----8
    圖4-1　MK公司組織架構圖-----39
    圖4-2　MK公司業務處組織架構圖-----40
    圖4-3　MK公司新產品開發處理程序工作指導書-----43
    圖4-4　CT公司生命科學及電子化學品事業處組織圖-----56
    圖4-5　CT公司新產品開發處理程序之一行銷部門執行面-----64
    圖4-6　CT公司新產品開發處理程序之二技術部門執行面-----65
    圖4-7　CT公司色母事業處組織架構圖-----73
    圖4-8　MT公司組織圖-----81
    圖4-9　MT公司專案團隊組織圖-----87
    圖4-10　MT公司產品開發程序圖-----88
    附圖　CT公司色母事業處　研發作業流程圖-----117
    Reference: 中文部份
    1. 李明源(2001)，環境不確定性、組織性整合與新產品開發績效關係之研究，中央大學企業管理研究所未出版碩士學位論文。
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    3. 吳豐祥(1999)，新產品發展的成功因素之探討-以倚天資訊傳訊王為例，產業科技研究發展管理研討會案例暨論文集（第一集，63-78頁）。
    4. 周文賢，林嘉力(2001)，新產品開發與管理 台北市；華泰書局。
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    英文部份
    1. Ansoff, H. L. and Stewart, J. M. (1967), “Strategies for a Technology — Based Business,” Harvard Business Review, Vol. 45, pp. 71-83.
    2. Booz Allen and Hamilton (1982), New Product Management for the 1980s, New York: Booz Allen Hamilton, Inc, pp. 17.
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    4. Carr, C. (1992), Teampower: Lessons form America’s Top Companies on Putting Teampower to Work. Englewood Cliffs, N.J.: Prentice-Hall, Inc.
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    8. Cooper, R. G. (1984), “The Strategy-Performance Link in Product Innovation,” Hart, S. (eds), New Product Development-a reader, The Dryden Press, pp. 95-110.
    9. Cooper, R. G. and Kleinschmidt, E. J. (1987), “Success Factors in Product Innovation,” Industrial Marketing Management, Vol. 16, pp. 215-223.
    10. Cooper, R. G. (2000), “Product Leadership：Create and Launching Superior New Products,” Reading, Massachusetts.
    11. Coover, H. W. (1986), “Programmed Innovation Strategy for Success,” The Positive Sum Strategy: Harnessing Technology for Economic Growth, Ralph Landau and Nathan Rosenberg, editors, pp. 399-416.
    12. Crawford, M. (1994), New Products Management, 4th ed., Homewood, Illions: Richard D. Irwin.
    13. Fleming, Q. W. and Koppleman, J. M. (1997), “Integrated Project Development Team: Another Fad…. Or a Permanent Change,” Project Management, Vol. 28, No. 1, pp. 4-11.
    14. Iansiti, M. and Clark, K. B. (1994), ”Integration and Dynamic Capability: Evidence from Product Development in Automobiles and Mainframe Computers,”, Industrial and Corporate Change, Vol. 3, pp. 557-605
    15. Kotler, P. (1994), Marketing Management: Analysis, Planning, Implementation and Control, 8th ed., Englewood Cliffs, New Jersey: Prentice-Hall.
    16. Kuczmarski, T. D. (1996), Innovation: Leadership Strategies for the Competitive Edge. Chicago. IL. American Marketing Association; Lincolnwood, IL: NTC Business Books.
    17. Kusunoki, K., Nonaka, I. and Nagata, A. (1998), "Organizational Capabilities in Product Development of Japanese Firms: A Conceptual Framework and Empirical Findings," Organization Science, Vol. 9, No. 6, Nov-Dec, pp. 699-718.
    18. Larson, C. E., and LaFasto, F. M. (1989), Teamwork: What Must Go Right/ What Can Go Wrong, Beverly Hills, CA: SAGE Publications, Inc., pp. 26.
    19. Larson, E. W. and Gobeli, D. H. (1988), “Organizing for Product Development Projects,” Journal of Product Innovation Management, Vol. 3 No. 5, pp. 180-190.
    20. Li, H. and Atuahene- Gima, K. (2001), “The Impact of Interaction between R&D and Marketing of New Product Performance: An Empirical Analysis of Chinese High Technology Firms,” International Journal Technology Management, Vol. 21, No. 1/2, pp. 61-75.
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    Description: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    Source URI: http://thesis.lib.nccu.edu.tw/record/#A2010000415
    Data Type: thesis
    Appears in Collections:[Executive Master of Business Administration] Theses

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