研發服務之策略研究-以工業技術研究院為例

Abstract

本研究的重點在以徐作聖教授所發展之創新密集服務業模式針對半導體設備服務業分析，藉由五項創新類型(產品創新、製程創新、組織創新、結構創新、市場創新)與四項客製化程度(一般型客製化、特定型客製化、選擇型客製化、專屬型客製化)所組成的創新密集服務矩陣定位，為研發服務產業找出目前的競爭優勢矩陣，其中利用了以六大創新活動價值網絡的內部核心能力（服務設計、測試認證、市場與行銷活動、配銷、售後服務、支援活動）與七大關鍵構面的外部資源涵量（互補資源、研發設計、技術、生產、服務、市場、其他客戶）為主體，來為每一個策略定位進行競爭優勢分析。 另外，針對國內研發服務業最主要機構之一--工業技術研究院進行個案分析，經由深度訪談方式了解其目前的策略定位與未來策略意圖，並利用問卷方式了解其目前對於創新密集服務模型之六項內部核心能力掌握程度與七項外部資源涵量構面之運用情形，以此分析工業技術研究院目前產業地位，並以差異矩陣結果對於其欲達到策略企圖，在內部核心能力與外部資源構面應做調整與加強項目提供參考意見。 由個案分析可以得出工業技術研究院目前策略定位，在於由產品創新、組織創新、市場創新提供客製化專屬服務，未來希望藉由產品創新、製程創新、結構創新、市場創新轉向提供選擇服務，其所擁有的內部核心能力構面強項為服務設計、測試認證、市場行銷、配銷、售後服務與支援活動，與創新密集服務業模型策略定位所強調的核心能力一致。在外部資源涵量部分，研究發展、產品設計、產品製造、服務提供、市場行銷與其他客戶等構面能力強，也與創新密集服務業模型策略定位所強調的外部資源涵量一致。

This thesis reports on strategic analysis of semiconductor equipment services provider, using an Innovation Intensive Service Model. Specific emphasis is placed on the strategic positioning of Innovation Intensive Service Model using a Real Competence Matrix, a combination of degrees of customization (Generic, Restricted, Selective, Unique) and types of innovation (Product, Process, Organization, Structural, Market), through the interactions between internal core competences (Design Service, Validation of Testing, Market and Marketing, Delivery, After Service, Supporting Activities) and external resources (Complementary Assets Supplier, R&D, Design, Production, Servicing, Market, Users). A case study has been conducted to analyse Industrial Technology Research Institute(ITRI), a leader of R&D service provider, by using Real Competence Matrix. Through experts interview and questionnaire we concluded current strategic positioning and strategic intend for future. From the results a Difference Matrix will be generated, the strength and weakness of ITRI to its strategic intend will be analysed. Based on the analysis, it was found that ITRI with strong capabilities at “Design Service”, “Validation of Testing”, “Market and Marketing”, “Delivery”, “After Service”, and “Supporting Activities” internally, which is consistant in IIS model when doing the product innovation, organizational innovation, and market innovation approach. ITRI also shows strong intend at “Complementary Assets”, “R&D”, “Design”, “Production”, “Servicing”, “Market”, and “Users” externally to meet their strategic positioning.