創新策略對經營成效影響之實證研究

Abstract

管理大師彼得杜拉克認為：創新是一種有目的和規律的活動，能創造更高的附加價值。在這產業環境變動快速的時代，創新已經成為這世界上各種產業生存的關鍵成功因素。今日，企業面臨全球化的激烈競爭，企業決策階層在面對內外在環境的改變和不確定性，勢必要為組織引進各項創新策略，方能凌越競爭對手的競爭壓力，開創利基。

本研究以東碩資訊股份有限公司為個案研究對象，東碩主要從事的產品範圍為電腦週邊產品，電腦週邊產品由於產品生命週期短，後進者對於新技術或新專利的模仿速度快，因此除了少數殺手級應用（killer-application）的產品得以在市場上叱吒風雲，大多數的週邊產品往往會在進入市場成熟期之後，往往會落到價格競爭的態勢，競爭者之間彼此剝削利潤空間。

本研究針對東碩的經營過程進行分析，認為該公司之所以能在產業界建立聲望，過程中所推動的多次創新策略的確扮演著關鍵成功其原因可歸咎為以下數點：

1.創新的確能為企業帶來永續的競爭優勢。 2.經營團隊策略敏銳，知覺到市場趨勢脈動，因此不斷擴充產品線，轉型成為兼具技術與行銷功能的OEM/ODM製造商。 3.掌握產業競爭態勢，引入高獲利產品，以維市場競爭優勢及穩定獲利來源。 4.大量投入研發經費，對於新技術的研發亦抱持高度信心與樂觀其成，增加ODM客戶對研發速度及品質的信心。 5.設定明確業務目標，清楚掌握不同階段的產品的產品生命週期特色，發展出特定的市場操作策略。 6.重視人力資源經營，鼓勵內部創新，設置人才培訓計畫；內部領導階層的溝通亦強調內部訊息的垂直整合。 7.導入策略聯盟新模式，透過與外部技術專案配合，加快內部研發的腳步。

Drucker, Peter’s opinion, “innovation is an activity with target and regularity, which can create more additional value for object”. Currently, enterprise suffers from the pressure worldwide and be surrounded by the uncertain changes from internal and external factors. Therefore, the managers should conduct various innovation strategies to overcome the threat from competitors, and lead the enterprise to a new niche territory.

Good Way Technology Co., Ltd. is treated as the case company for this study, which dedicates to manufacturing computer peripherals and accessories. Since the product life circle of computer peripherals and accessories are short, new products or patents are easy and quick to be copied by the followers. Some with the killer-application may drive the market and get rich achievements, but most of others have to face a bloody price-cutting war while the products go into the mature market.

After a complete analysis, it is certain that the various innovative strategies do play the key successful factors to Good Way. Innovation also brings the positive influence for Good Way and results in a well reputation in the industry. The results of this study include the followings:

1.Innovation does bring the lasting competitive strength. 2.Diversify products strategy with the market trend, shift business type to an OEM/ODM manufacturer with technical expertise and marketing functions. 3.Be familiar with the situation of industry. Keeping conduct the new high-margin products into the product roadmap to maintain a stable growing revenue and competitive strength. 4.Great investment in R&D, have an aggressive attitude to embrace the new technology so the clients would have strong reliance on the R&D quality and efficiency. 5.Setting decided sales targets and market operating strategies according to different steps of the product life circle. 6.Emphasize the human resource by encouraging internal innovation and training plans. Express a unanimous management via the vertical integrated communication between the manager level. 7.Strategy alliance for the external technical support by project to improve the internal R&D performance.