| Summary: | 每一個企業都是希望憑藉著其核心能力追求持續性的成長與獲利。不幸的是，在快速變動的商業競爭領域，新進的挑戰者進行市場顛覆已是一常態。
本論文研究採用個案研究法，主要是探討中小型的網路通信企業，在經歷網路泡沫以後，如何檢視自身的競爭優勢，將破壞式創新、科技產品行銷等學理引用於新產品的開發設計與行銷上。本論文研究以「組織」、「新產品開發與策略」、「行銷通路的策略與管理」三項變數進行個案公司經理人訪談、資料收集與研究，期望瞭解個案公司的實務作為，與破壞式創新、核心競爭力、科技產品行銷理論、產業聚落等學理的結合性。 從個案中，我們可以得知如下：
一、 因應高科技產業的不確定性，企業對於外在環境變化的資訊收集（創新理論中的變化跡象），是企業進行策略分析的一項基本工作。 當企業了解外在環境不斷地動態性變遷時，凝聚企業組織內部的共識對於執行策略目標有助益。明確的目標及賞罰分明的組織，對於執行策略時，會有比較高的成功機會。
二、 由顧客價值鏈的變化，所擬定的新產品策略與開發，與克里斯汀生創新理論相符合。
三、 顧客的情境模擬有助於新產品概念的形成，並讓顧客、夥伴及行銷單位充分參與其中，是減少事後修正及補足的不二法門。
=== Each enterprise is relying on its core competence to pursue continuative growth and profits. Unfortunately, in the rapid changes of commercial competition domain, new challengers carry on the market subversion already is a norm.
This research is a case study to mainly discuss the small and medium broadband company, after experiencing the Internet bubble, how to inspect its own competitive advantage, apply Disruptive Innovation, High-Tech Product Marketing and other theoretical references in new product development, design and marketing. This research aspect is "New product development and strategy". By interviewing with company’s managers and gathering and studying company’s data, we expect to find correlations between firms’ practices and theoretical references as like Disruptive Innovation, Core Competence, High-Tech Product Marketing, Industry Cluster…and so on. From the case, we can learn the following:
1. In accordance to the high tech industry's uncertainty, the enterprise regarding the external environmental variation's information (changing sign) collection and identification are important for the enterprise strategy analysis. When the external changes are confirmed, in responses to the external environment's change, strengthening and condensing the enterprise internal consensus is the fundamental work. Meanwhile, if there are the explicit goal and an impartial rewards and punishments rules in the organization, carrying out the strategy will have the quite high possibilities of success.
2. Drawing up product strategy and development by the customer value chain's change is complied with Christensen, Clayton M.'s innovation theory.
3. The customer's application scenario is useful to a product concept. At product developing stage, sales, marketing team and customer's joining are much efficient for reducing cost and product post-adjustment.
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