新產品、新服務開發流程研究

Abstract

在企業經營中，新產品的開發一直是企業得以長期發展獲利的要項。不管是已經營百年的大型多角化企業，還是新創的小型甚至微型公司，在營運上都免不了處在新產品開發的循環中；相同的情況也發生在提供服務為主的企業中。本研究試以同一角度出發，將新產品/服務放入同一個開發流程架構中考慮；以文獻分析的方式，佐以個案討論，最後提出一個匯整型的開發模式。 本研究的文獻分析從兩個角度進行探討。其一是從一般的開發流程進行探討；以流程式的觀點進行新產品或新服務的開發分析。另一方面則是由關鍵因素的觀點進行探討；此部份的分析是找出這些應被開發流程所注意的部份，透過過去的研究文獻進行探討。在這個部份結束後，本研究將提出一個整合性的初步模式。在個案討論的部份，則選取了三個不同領域的個案──電腦製造、房地產代售、軟體開發等──進行討論。將這些個案的實務操作與先前所提出之以文獻分析所得到開發模式加以比較，找出相異的地方加以討論。再將這些討論結果，與先前提出的模式合併審視，以加強該模式在實務操作上的可行性。 本研究最後將提出一個完整的新產品新服務開發模式，以概念培養的角度出發，將經營策略規劃、財務、風險控制、專利監控、資訊流通平台等因素當做培育整個流程的重要因子，以資源計劃貫串整個流程；且提出設計至上市的階段得以視需要彈性串接。最後再加上市場回饋的部份，流入概念培養的基礎中，形成一個循環的開發流程。此模式將可做為未來企業進行產品、服務開發，或進一步後續研究的參考。

A new product development is an important point in a long-term operation of a business. Whether a huge enterprise that is living over a hundred years, or a small/micro company that is coming soon, the product development cycle must be a part of operations. In addition, the service development has the same situation. This study tries to put a new product development and a new service development in the same structure. Finally, the study will bring up a combining development model through a reference analysis and a case study. The analysis of reference divides into two parts. One is a general viewpoint of development process, which analyzes what one should do in the new product/service development. The other part is a key point of development: discovering the important part in the process though reference analysis. After this analysis, the study constructs a preliminary model for development. In case studies, three cases – computer manufacturing, real estate agent, and software development – are available. These cases compare with the model brought before, to discuss the loophole of the model . These differentiations would put into the model and robust its practicability. Finally, the new product/service development model is made in this study. The model starts from cultivating an idea and putting “strategy, finance, risk control, patent monitor, and information platform” for key points that cultivate the whole development process. Resource planning connects all the phases. However, for flexible reasons, the phases between the design stage and the market stage may be aggregated. At last, the market response is poured into a cultivating idea, and the cycle of this process is made. This model can be the consultation of future product/service development and further research.