客戶知識管理與客戶知識於新產品開發流程中的角色之研究

An Empirical Study of Customer Knowledge Management and the Role of Customer Knowledge in New Product Development Process

王亭均(Wang Ting-Jiun)

指導教授 ： 吳豐祥

國立政治大學/商學院/科技管理與智慧財產研究所/碩士(2021年)

https://doi.org/10.6814/NCCU202101046

摘要

「創新」是企業保持競爭力的不二法門，隨著市場變化越來越快速，為加速推出更為市場所接受的產品，企業開始採取「市場導向」(Market-orientation) 導向的思維、以客戶與競爭者為依歸，同時擁抱「開放式創新」(Open Innovation)，將企業外部利害關係人是為創新活動的一份子。在上述趨勢下，「客戶」成為企業開始關注的外部知識來源，也開始有學術研究以「客戶知識」(customer knowledge) 為對象。然而，如何對客戶知識進行知識管理進而將其轉化為有助於新產品開發之資源對企業來說仍是一大挑戰。有鑑於此，本研究嘗試提出客戶知識管理 (customer knowledge management) 應包含哪些重要活動及其中的可能影響因素，進而了解實務上企業如何進行客戶知識管理，以及客戶知識在企業新產品開發流程中扮演何種角色，最終釐清企業客戶知識管理活動與新產品開發流程間的關係。

基於研究問題，本研究先經由文獻探討提出客戶知識管理應包含客戶知識的獲取、儲存、分享及運用四項重要活動，同時客戶知識的內隱性扮演了其中的可能影響因素；而基於本研究著重於探討客戶知識對企業新產品開發流程的影響，因此選擇關注於新產品開發流程中的產品構想階段、產品開發階段及產品測試階段。透過文獻探討建立研究架構及定義其中各變項的內涵後，本研究依循本研究架構對A、B兩個案公司進行深度訪談，進而了解實務上企業的客戶知識管理作為，客戶知識在新產品開發流程中的影響，以及客戶知識管理活動與新產品開發流程間的關係。

結合學術文獻回顧與實務個案訪談，本研究得到以下研究結論：
1. 企業進行客戶知識管理活動時，在獲取客戶知識及維繫客戶關係方面，會以面對面的商業拜訪做為主要方式，而在獲取客戶知識的對象上，則會聚焦於重要性程度高的客戶。而在運用客戶知識方面，則會優先運用來自重要性程度高之客戶的客戶知識，並會將客戶知識結合其他知識以更加符合實務應用上的目的。
2. 企業進行客戶知識管理活動時，在客戶知識的儲存與分享之執行上，會考量組織規模大小而選擇適當的專業度之資訊系統，而在儲存工作上，則會考量未來運用目的差異而選擇不同的儲存庫，至於分享活動上，則會由管理階層扮演促進企業成員間知識分享的角色。
3. 企業進行客戶知識管理時，客戶知識的內隱性會扮演關鍵影響因素且主要會影響客戶知識的「獲取」活動。若客戶知識的內隱程度越高，則企業越難獲取客戶知識，且越會藉由輔助工具來降低客戶知識內隱性的影響。
4. 企業進行新產品開發時，在產品構想階段會以企業既有的客戶知識做為產品構想的基礎；而在產品開發階段及產品測試階段，則會藉由專案過程中客戶提供的「技術」知識來輔助工作任務。
5. 企業的客戶知識管理活動與新產品開發流程會經由客戶知識的運用而結合。企業進行客戶知識管理時，會持續透過客戶知識的獲取、儲存及分享活動來累積客戶知識，並於客戶知識的運用活動中將客戶知識實際應用至新產品開發流程中。
根據以上研究結論，本研究在客戶知識及客戶知識管理領域提供了學術貢獻，同時也提供企業進行客戶知識管理及新產品開發時的實務建議，以及後續研究者可持續琢磨之議題。

關鍵字

新產品開發流程 ； 新產品開發 ； 產品創新 ； 客戶知識 ； 客戶知識管理 ； 知識的內隱性

並列摘要

Innovation is a brilliant way for companies to stay competitive. As market changes more and more rapidly, in order to speed up the launch of market-acceptable products, companies start to adopt "Market-orientation" mindset, focusing on customers and competitors, while embracing "Open Innovation" and taking external stakeholders into innovation activities. Based on the above trends, "customer" has become an external knowledge source that companies started to pay attention to, and some researches also started to focus on “customer Knowledge.” However, it is still challenging for companies to manage customer knowledge, so-called customer knowledge management (CKM), and turn it into a kind of resource for new product development (NPD).

Given the conditions above, this study figures out the important activities and the possible influencing factors within CKM through literature review. Besides, this study applies in-depth interview and case study to dig out how CKM is carried out in practice, to explore the role of customer knowledge in companies’ new product development process (NPDP), and to clarify the relationship between CKM activities and NPDP.

Combining literature review and practical case interviews, this study brings up the following research conclusions:
1. When companies carry out CKM activities, they would use face-to-face business visits as a main way to acquire customer knowledge and maintain customer relationships, and tend to focus on customers with high importance while acquiring customer knowledge. When utilizing customer knowledge, companies would give priority to customer knowledge from customers of high importance and combine which with other information and knowledge to better meet their practical purposes.
2. When companies carriy out CKM activities, for storing and sharing customer knowledge, it would select information systems based on their organizational sizes. When storing customer knowledge, companies would select different repositories considering the potential utilizing purpose. Besides, management level plays the key role in facilitating knowledge sharing amongst organization.
3. When companies conduct CKM, the tacitness of customer knowledge is a key influencing factor and mainly affects the customer knowledge-acquisition activitiy. The higher of the tacitness of customer knowledge, the more difficult for companies to acquire customer knowledge, and the more auxiliary tools would be used to reduce the impact of tacitness.
4. When companies conduct NPD, in the product ideation stage, they would utilize their existing customer knowledge as the basis; and in the product development stage and product testing stage, they would apply the "technical" knowledge provided by customers during the project to assist with their tasks.
5. CKM activities and NPDP are integrated during utilization of customer knowledge. When companies do CKM, they continually accumulate customer knowledge through acquisition, storage and sharing of customer knowledge, and apply it to NPDP through utilization of customer knowledge.

並列關鍵字

New product development process ； New product development ； Product innovation ； Customer knowledge ； Customer knowledge management ； Tacitness of knowledge

參考文獻

中文文獻

Afuah, A. (1999). 創新管理 (Innovation management: Strategies, implementation and profits) (徐作聖與邱奕嘉譯). 台北: 華泰.

Davenport, T. H. (2005). 《思考型工作者》(Thinking for a Living) (黃秀媛譯). 台北: 天下.

Davenport, T. H., & Prusak, L. (2001). 知識管理 : 有效運用知識，創造競爭優勢 (Working knowledge: How organizations manage what they know) (胡瑋珊譯). 台北：中國生產力中心.

Wayland, R. E., & Cole, P. M. (1997). 客戶關係管理 (Customer connections: New strategies for growth) (邱振儒譯). 台北: 商業週刊.