國際企業推動新產品之核心能力-以台灣太古可口可樂公司為例

The core competencies of International Multinational Cooperation For New products Development -Case Study of Swire Coca-Cola Taiwan.

鄭渲昀(Jenny Cheng)

指導教授 ： 鄭啟均

元智大學/管理學院/管理碩士在職專班/碩士(2011年)

摘要

新產品推動是大部份企業表達創新的及增加獲利來源的最佳策略，然而在新產品發展的過程中充斥著各種不確定性，包括了變動環境、企業本身的資源分配及顧客的需求。分析目前台灣飲料市場高速變動的環境中，飲料新產品的生命週期不斷的縮短，企業應該如何推動新產品才能夠創造出長期且穩定獲利的新產品〇加上新產品推動的高失敗率，一旦新產品上市失敗，一般中小型企業所付出的代價可能極為慘重，因此充分瞭解新產品成功的因素，是企業發展新產品的重要努力方向。觀察近年來因推出新產品成功的公司，其共同點亦為〆認真瞭解消費者的需要、發展出滿足顧客需要的產品。
在新產品推動過程中會有許多的產業及環境因素改變或影響新產品的產生，因此企業必頇運用其企業內部獨特的能力與優勢並將其資源、能力整合、重組、轉換變成市場及顧客所需要的新產品。因此建立並重視企業的核心能力對於新事業、新市場及新產品會對推動績效有強力的影響關係。
本研究採取個案研究分析法，針對國際企業S公司在推動新產品的資源、能力及活動分配的實證分析。首先進行個案S公司推動新產品相關高階主管之個別深度訪問，進行初級資料搜集與分析。之後依資料內容分析法探討S公司推動新產品的相關資源與能力，了解其公司對於企業內部及外部環境的發展策略。同時也以市場導向理論為基礎來探討影響企業的新產品推動是否符合顧客需求且因市場導向而創造新產品成功。
最後本研究從實務的角度提供相關產業對於推動新產品的核心能力建議，用以改善目前相關產業對於推動飲料新產品的資源分配、獨特能力發展。

關鍵字

推動新產品 ； 核心能力 ； 資源基礎理論 ； 市場導向

並列摘要

New product development has always been the best strategy for most enterprises to show their innovation and increase their profit sources. However, in the process of developing new products, there are many uncertainties, which include change in environment, resource allocation of the company and needs of the customers. In the highly changeable environment of the beverage market in Taiwan, the way to develop a new product in order to create long-term and stable profits as the life-span for new beverage product is constantly shortening is analyzed in the paper. Moreover, as there is a high failure rate to the development of a new product, once the new product is put on the market and failed, the price general small- and medium-sized enterprises have to pay would be devastating. Therefore, fully understanding the factors which make new products successful is an important direction for enterprises to work on when developing new products. As information technology is developing in a fast speed and consumption consciousness is getting more attention, current enterprises are facing the market that is lead by the buyers. By observing companies which were success due to promoting new products, the common factors are: They tried hard to understand customers’ needs and developed products customers needed.
In the process of developing new product, upper- and down-stream industries and environmental variables would change or affect the formation of the new product. Hence, enterprises must use internal distinctive abilities and advantages and integrate, reorganize and transform the resources and abilities to the new product the market and the customers need. Establishing and valuing core abilities are highly effective to new business, new market and new product of an enterprise, which are all related to promoting performance.
Case study was applied in the research. Empirical analysis was carried out to analyze the resource, ability and activity allocation of the international enterprise, S cooperation, when developing new products. Individual interviews were conducted firstly to staff relating to new product development to carry out data collection and analysis. The data was used to analyze the resources and abilities relating to the new product promotion of S cooperation in order to understand the company’s development strategy for internal and external environments. Market orientation theory was used as the basis to discuss whether the promotion of the new product meets the consumers’ needs and whether market orientation leads to a new product’s success.

並列關鍵字

New product development ； Core competencies ； Resource Based View ； Market Orientation

參考文獻

王俊人,謝明宏,黃仕杰(2008) ，回應性市場導向、預應性市場導向與產品創新程度對新產品績效影響之研究—以台灣酒類產業為例，行銷評論，2008 年春季第5 卷，第1 期，頁57-80。

石耀麟(2010) ， 以資源基礎理論探討國內3C通路賣場之競爭優勢及經營策略， 國立交通大學EMBA經營管理組碩士論文。

林欣毅(2006) ， 新產品創新與市場導入優勢關聯性之研究﹣以iPod為例，淡江大學企業管理學系碩士論文。

侯嘉政(2008) ， 企業動態能力與創業管理之研究，ISSN 1993-7504創業管理研究2008 年6 月第三卷第二期, p.1-28。

黃俊英, 陳世穎(2003) ， 市場基礎資產之角色〆資源基礎理論觀點， 運籌研究集刊 2003,第三期。