- 學位論文
經營新產品策略—以PAPAGO和Garmin為例
New Product Operation Strategy —A Case Study of PAPAGO and Garmin
摘要
GPS導航產業，自美國國防部於2000年5月開放民用後，整個以GPS為應用的產業儼然形成，其中又以個人行車導航應用最為人們所熟知，也因此造就了眾多個人導航產品PND(Personal Navigation Device)品牌，全球前兩大PND 品牌TomTom 及Garmin 則是分居泛歐洲及美國兩大PND 市場的第一品牌，而神達則走多品牌路線，旗下擁有Mio、Magellan 及Navman 三大產品線，台灣市場則是由PAPAGO及Garmin為領先群。 Apple iphone及Google Map問世後，GPS導航產業最主要應用的PND市場規模逐漸被手機導航所侵蝕，導致PND品牌廠商積極地尋找下一個成長的產品，但這不代表既有的品牌所推出的新產品，消費者就一定買單。宏碁(acer)一直想從筆電跨足手機，但宏碁的手機推廣就連台灣市場都不怎麼順利；相反地，韓國三星就可以連續推出不同產品，如Galaxy手機、Samsung NB、Samsung TV、Galaxy Camera….等。 本論文希望能藉由分析個案公司PAPAGO和Garmin分別在大陸市場成功開發新產品行車記錄器和歐美市場成功持續拓展新Forerunner GPS運動手錶，並歸納及分析整理其所採用的經營發展策略，來為往後相關GPS導航產業公司經營新產品進入大陸及美國市場時，一種可能成功的新產品經營發展策略。
並列摘要
Since the US Department of Defense turned off Selective Availability at midnight May 1, 2000，the development of GPS application became a popular bsiness，one of its famous was the PND (Personal Navigation Device) industry. TomTom and Garmin are the top two in the PND industry. TomTom is the top 1 in Europe marketplace. Garmin is the top 1 in US marketplace. And Mio takes multi-brand strategy to own three major product brands--Mio, Magellan and Navman. In Taiwan Market，it was lead by Garmin and PAPAGO. The decline of the PND industry was due to Apple iphone and Google Maps. So the branding companies in the PND industry had been tring to search a next growing product. It was not easy to find out what is the next product, just like acer, it was not easy to across NB industry to Mobile phone industry. But Samsung could continuously sell different products, such as mobile phones Galaxy, Samsung NB, Samsung TV, Galaxy Camera and so on. In this thesis, it will analyse PAPAGO and Garmin whose success in Carcam of the China market and in Forerunner GPS sports watch of the United stated and European markets, separately. Then concluding and forming a properly successful business development stratdgies to be used in the related GPS industry who will develop new products to enter in China markets and the United stated market.