網通產業產品管理關鍵成功因素之探討－以友訊科技為例

Abstract

「產品管理」主要活動是協調整合產品開發製造及行銷各階段，促使產品研 製過程能與市場行銷時間密切配合，進而制定出能有效控制產品計劃的執行，使 得產品的整體力量得以在市場上發揮到最有效的成果。但外部環境如科技、法 規、競爭對手變化快速，企業及時應變成為生存的不二法門。然企業內部組織的 專業部門，如研發、生產製造、行銷、服務等，其職權各自獨立且營運重點不 同，如何整合以達到快、狠、準的目標來應變外部環境的變化，更突顯產品管理 的重要性。 本研究應用個案研究方法，主要以網通產業為例，探討產品管理創新的運作 模式。本研究發現個案公司成功在產品管理創新模式包含下列做法： 1. 產品面：依據市場需求的多元性，產業必須提供豐富性的產品線以延續產業 的競爭力。 2. 組織面：執行組織再造，重新分權並充分授權，使之成為扁平且整合式的珍 珠項鍊組織。將企業體塑造成快狠準應變能力的有機體，將傳統僵化的垂直 管控觀念轉化為水平的協調整合觀念。更將產品行銷與產品管理作更專業的 分工，讓產品管理專注於產品設計，生產，出貨與服務四大品質流程。 3. 流程上：除了運用簡易快速的微軟專案管理工具管理專案時程，也依跨國需 要規劃導入PLM 系統，藉由該系統的運作，達到跨國協同規劃討論的目 的，將最前端的資訊不對稱問題能做到最好的溝通。 本研究結果除可以應用於網通產業外，也能用於生命週期短，產品變化快速 的產業，如個人電腦PC 產業，手機產業等高科技產業，亦可運用於製鞋，服飾 等傳統產業。

The main activity of “Product Management” is to coordinate and integrate well together the different steps in product development, manufacturing, and marketing. Additionally, it is also to make sure that the product development process matches well with the time-to-market timing. With these goals in mind, a system of controls is used to effectively manage product planning and its execution. This will allow the product to bring to the company the full benefits that it can capture from the market. However, external influences such as technology, public policies, quick changes in competitors’ strategies, etc. require the company to be as agile and adaptive as possible in order to address these changes. Meanwhile, every dedicated department in a company such as research and development, manufacturing, marketing, service, etc. each has a clear and independent job function with distinctive and stable goals. How to get these departments to align with the changes in industry without detrimental delays becomes indisputably an important key to the overall survival of the company. The knowledge of how to meet the changes of the industry without disrupting the goals of the company’s different job functions is largely related to the importance of Product Management. This study utilizes case examples mainly from the networking communication industry to explore the new process of Product Management. This study bases its iii research on the following methods to identify the individual companies that has successful implementations of the new process of Product Management: 1. Product Aspect: Addressing to the diverse needs of the market, an industry must provide a comprehensive product line in order to maintain the competitiveness of the industry. 2. Organizational Aspect: Conduct organizational reforms and re-allocate the authority distributed across the organization in order to attain a flat but well-integrated style of “pearl necklace” organization. Take the body of the organization and transform it into an agile and accurate organization that takes the traditionally rigid vertical control concept and invert it into the concept of horizontal control of coordination and integration. This allows product marketing and product management to carry out better job allocation between each other that allows product management to focus on key quality duties such as product design, production, delivery, and service. 3. Process Aspect: Besides applying simpler and faster general software tools to manage the milestones of a project, the implementation of PLM systems according to worldwide regional needs can achieve the goal of consistent management and planning across global regions thus eliminating the problem of misaligned information between the frontline and the back-office. The results of this study can also be applied to outside the networking communication industry on such industries that have short product lifecycles and quick product changes such as the PC industry, mobile phone industry, other similar high-tech industries or even traditional industries such as shoes, clothing, and etc.