破壞式創新商機探勘和創新競爭展開之整合應用-以LED終端應用為例

The synergy and implementation for opportunity identification of destructive innovation and innovative competition deployment-A case study for LED end-production application

曹淑慧(Shu-Hui Tsao)

指導教授 ： 葉繼豪

國立臺北科技大學/管理學院/工業工程與管理系碩士班/碩士(2013年)

https://doi.org/10.6841/NTUT.2013.00567

摘要

創新的要素是為了追求更好而改變，而不是為改變而改變，必需具備市場導向的特性，其最終的效益是創造利潤。面對未來的市場策略，資源多寡不再是主導因素，創新取而代之成為競爭力強弱的關鍵。唯有掌握正確商機、積極創新形成差異化，才是企業長期生存發展的方向。
台灣LED產業2012上半年度因受歐債危機衝擊的影響之下，致使外銷需求減少而形成產業「倒閉潮」的風波，LED企業一度陷入水深火熱之中。面對不樂觀的市場行情「如何存活」成為下半年LED企業最關注的重點。除了本國內部競爭以外，同時也面對著歐洲、美國、日本、韓國等強勁對手，必需在技術發展及價格競爭激烈的市場中，將創新商機具體落實於LED應用層面，以研發出LED創新終端產品來增加競爭優勢，以達到提昇國內LED產業上、中、下游供應鏈的整體需求及銷售利潤。
本論文運用破壞式創新技法找出客戶的真正需求，進行LED終端產品的商機探勘與挖掘。研究內容以創新流程中「定義」及「分析」二階段的步驟進行案例分析，「定義」階段使用破壞式創新技法相關表單進行創新商機探勘及篩選，「分析」階段則是提前發現問題以便了解產品未來設計的著力點，篩選出三個創新商機融入第一階創新競爭展開，將具有潛力的創新商機所需要的品質特性排列出優先順序，讓有限的創新專案資源得以妥善配置。結論中提出創新商機在開發上可能會發生的主要問題，找出現存的解決方案或建議改善的方法，以滿足消費者或客戶的真正需求，使創新產品概念得以具體落實。

關鍵字

LED ； 破壞式創新 ； 創新商機辨識 ； 創新商機探勘

並列摘要

Innovation is to pursue a better change, rather than change for Change. The change must have the market-oriented characteristics and its ultimate benefit is to create profit. Therefore, to face future market strategy, innovation takes place as the key of competitive strength rather than resources amount as the key factor of domination.
In the first half of 2012, Taiwan LED industry influenced by the European debt crisis causes export demand reduce, industry closures storm, and make enterprises once fell into dire straits. Under this pessimistic market phenomenon, “How to survive” becomes the focus of LED industry in the second of this year. Taiwan LED industry does not only face domestic industrial competition but also foreign strong competitors such as Europe, USA, Japan, and others. In the market of highly technological development and intense price competition, develope LED innovative products based on new business opportunities to enhance domestic overall demand of vertical supply chain and sales profits to increase the competitive advantage of LED industry.
This study uses destructive innovative techniques to identify the market demand to carry on new business opportunities exploration and mining of LED products. This content is divided into the innovation process “definition” and “analysis” phase to proceed cases study. Definition phase uses destructive innovation to advances exploration and screening of new business opportunities; Analysis phase by proactively identifying problems to understand product design and then propose three new business opportunities into first-order innovation competition expansion. Subsequently, prioritize those potential new business opportunities based on its quality characteristics in order to properly allocate limited innovation project resources. Consequently, in addition to make the practical implementation of the innovative product concept to meet the real needs of consumers or customers, it is definitely essential to identify main development problem of innovation opportunities, existing solutions, or suggestions for concrete improvement of innovative product concepts.

並列關鍵字

LED ； Destructive Innovation ； Opportunity Identification

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