非品牌業者產品競爭策略之探討— 以F公司數位相機之發展為例

Abstract

非品牌業者的產品開發大多遵循品牌顧客的規劃，對於自身的開發策略較不重視，造成創新能力衰退，利潤微薄化，最終導致競爭力下滑。本論文探討非品牌業者F公司過去在數位相機產業之成功模式以及近年來在市場激烈競爭與環境快速變遷下所面臨之困境，希望藉由系統化之策略管理研究，找出重回競爭之路的新成功模式。

文獻探討以資源基礎觀點、五力分析、SWOT 分析與產品生命週期等分析個案，研究公司的經營現況、優劣勢及問題並進行深入之解析。接著說明數位相機產業的現況、產品分佈與未來發展趨勢。其中特別探討近代學者倡導之開放式創新及維基經濟學等新思維，以及這些新思維對於發展公司未來研發管理及競爭策略之影響與產生之因應方式。

藉由質性之研究方法來分析F公司發生之個案，首先廣泛進行資料收集與分析，而後採用辯證之思考邏輯來檢驗各種推論對問題真相之詮釋力度。並且從文獻資料中了解如何應用系統化之策略管理程序，自研擬公司願景與目標到內部資源及外部環境分析，以構成未來產品創新之競爭策略提案及其執行方式。

最後並建議設立新產品概念發展團隊，專責創新提案之系統化管理，藉由概念創新、架構原型、造形設計等工作階段，以及配合開放式創新平台，將外部資源如主要客戶、社群領袖、技術供應商結合成共同創新之團隊，實現共享共榮，藉由持續創新，非品牌企業可望延續長期之競爭力。

Most of the non-brand enterprises follow brand customers’ product planning and focus less on their own development strategies. Such operations result in profit minimization and consequently make the enterprises lose competitiveness. This study is to investigate a non-brand enterprise, F Company’s past success model in DSC field and recent dilemma when facing steep market competition and fast-changing environment, expecting to find out the way of re-entering to the road of success by systematic research.

In literature treatment, the company’s current operation strengh, weakness and constraints were analyzed thoroughly via RBV, Five Forces Model, SWOT and Product Life Cycle analysis. Later on, current DSC industry situation, product distribution and future development trend were introduced. Among all the studies, new thoughts, such as Open Competition and Wikinomics as well as their impacts and induced reactions to the future development management and competition strategies were treated particularly in depth.

F Company’s real cases were studied in terms of qualitative research, by conducting wide range data collection and verifying the reliability of the supposed truth in the logic of authentication. By means of systematic management procedure learned from the literatures, future product innovation strategies and execution tactics which range from company vision establishment to inner resource plus outside environment analysis were evolved.

This study suggests teaming up a New Product Concept Development (NPCD) Team to be in charge of systematic management through working stages of Concept Innovation, Architecture & Prototype and Form Design, also aligning with outside resources, such as Major Accounts, Community Leaders, Qualified Suppliers to carry out co-exist and co-interest. With continuous innovation, non-brand enterprises can expect to extend the long-term competitiveness.