Quick-responsing New Product R&D Process

• Main Authors: Gau,Hung-Hsiang, 高鴻翔
• Other Authors: Tsai,Dun-Hao
• Format: Others
• Language: zh-TW
• Published: 1995
• Online Access: http://ndltd.ncl.edu.tw/handle/47369365270352076179

碩士 === 國立中山大學 === 企業管理研究所 === 83 === As knowledge has become one of the important production factors and "Taiwan experience" is also become the blueprint of economic development for Chinese people and developing countries as well, accumulating the wisdom from the process of economic development in Taiwan has turned to be one of the most interesting topics these days. This research is done through a "case study" method. We study the R&D process of a big native computer corporation. During the 11 interviews,we contacted with 15 concerning staffer and spent about 33 hours in total. The conclusions from this research are: 1.The new product R&D process is not just something written down to divide the corporation activities into parts , but a open information system which is excerted by the co-operation between inner departments of R&D ,testing,production,sales, and mending and the outer key component manufactures. 2.Followed by thre evolution of the business environment and upgrading of the department ability,the new product R&D process has changed from the persuit of perfect system contents to quick responses to the market. 3.The key factors of quick responses to the market for the new product R&D process is due to the width and depth of the linkage built between the corporation and outer units. 4.For the demand variation from different market , with market segment concepts , we are able to make the decisions in the new product R&D process ,according to the customer demands. 5.Restricted in the corporation scarce resources , the middle managers are always seeking for surports from other departments with great vision and enthusiasm. And these surports happen to be the most crucial power resource in developind the new product R&D process.