- 學位論文
策略性產品創新模式與使用者價值矩陣之探析
An Exploratory Study on Strategic Product Innovation and User Value Matrix
摘要
台灣高科技產業發展數十年至今，形成了製造代工為強，而行銷研發積弱，這也反應在台灣科技產業以「產業供給面」發展為強，而在「市場需求面」掌握卻明顯不足的弱點。因此，台灣廠商的研發投資，仍然以提供OEM/ODM客戶需要為主，而非以「行銷導向」進行研發設計與產品創新。在EMBA的二年課程訓練中，大部份都是從產業供給面的角度來談策略，鮮少有從使用者需求面的角度來深入研究。因此，本論文提出一套從「使用者價值」的角度思考「策略性產品創新」的理論基礎，希望能夠提供國內廠商思考創新求變時的參考。 本論的主旨在以「策略性產品創新」為目標，提出「使用者價值矩陣」的模型。本研究認為「使用者界面」是觸發「使用者價值」的關鍵，透過「方法目的鏈」的價值認知過程，而達到「預期使用後」、「真正使用後」、與「最終使用者價值」等三個不同的價值階段。 「使用者價值矩陣」不僅可以應用於強化施振榮先生所提出著名的微笑曲線，而將「使用者需求面」與「產業供給面」的策略行整合，更可以應用於Kim 與 Mauborgne (2005)所提出的藍海策略架構。藍海策略中的「策略草圖」經過「使用者價值矩陣」的重組後，不僅能夠更有系統地分析出在「策略草圖」下方的產品差異化因子，並且能夠更容易從實務的角度去解讀在草圖中「價值曲線」的意義。 本研究希望能藉此拋磚引玉，讓更多人可以投入在產品需求面的策略思考與行動，引導台灣高科技產業，更重視國際行銷人才的培養。最終目的可以運用台灣科技產業的強大的硬體製造與研發為基礎，發揮更高的「使用者價值」，激發更多的創新後，發現更多的「藍海市場」。
並列摘要
It’s has been decades since Taiwan high-tech industries established their presence in the global market, focusing mainly on OEM/ODM contract manufacturing. Being efficient and cost competitive contract manufacturers, most of Taiwanese firms were used to adopt supply-side, rather than demand-side, thinking to develop product and business innovation. While sparse investments on R&D could be found from one company to another, the purpose of these investment are still for meeting OEM/ODM client’s needs rather than for developing marketing-oriented technology and product innovation. The background as described above became more vivid to trigger my thesis idea about the importance of user’s value in the strategic product innovation process. The purpose of this thesis is aiming at establishing a thinking framework of strategic product innovation thorugh the establishment of user value matrix. In this study, user interface is the critical interface to trigger user’s value, through means-end chain in value recognition process, to reach three different value stages: They are expectation of after use, realization of after use, and terminal user’s value. The application of user value matrix not only can enhance Stain Shieh’s (1996) “Smile Curve” concept by integrating demand-side and supply-side strategies, but also can link with Kim & Mauborgne’s (2005) “Blue Ocean Strategy” arguments. Their arguments on product differentiations could be discovered systematically by rearranging the strategy canvas using the proposed user value matrix. After the analyses, the objective of the strategy canvas will be clearer and the meaning of value curve will be understood rather easily. It is the author’s intention to encourage more professionals from Taiwan high-tech industries to do research from demand perspective and to cultivate more talented international marketer. By doing so, more “Blue Ocean Market” will thus be discovered.