| Summary: | 碩士 === 大同大學 === 事業經營研究所碩士在職專班 === 91 === According to PDMA’s (product Development and Management Association) report that there are more than 50% of sales of a successful high-Tech. company is from its new products, they are even 60% for most successful high-Tech. companies.
Calantone and Benedetto noted that therefore, in most of the industry, the most successful product development and merchandising is the foundation of survival & growth of a company. 2 Song and Motoya suggested that it also imply the competitive focus and the potential source of competitive advantage in the future.
In the years of 1970, the production is the basic industry of Taiwan, using the cheaper labor to produce the low-end product for the big foreign company, it is so called OEM (original Equipment Manufacturing), via the accumulation of the production experience and the investment of new product development, the factory is changing the business style from OEM to ODM (Original Design Manufacturing).
Most of the factory, not only taking the OEM and the ODM orders but also doing the product innovation aggressively. Once, it has the new product, the job of thinking the marketing operation needs to be done. For what brand and delivering the product to the customer in order to get the better profit, is the key object of a company pursuing for long. Therefore, regarding the subject of brand strategy, being pay more attention to by the industry recently.
The purpose of this study, in theory, is try to understand a company that how to apply its internal core competence and different brand portfolio to form a unique product competitive advantage and to create a better performance in fast changing industrial environment.
Empirically, to avoid the different influence of competitive advantage caused by different company’s culture, thus, this study is specially focus on the four major department of some big business group, the research results is offering for the reference of the future study.
This study is based on the theory of Hill and Johns, to probe into the influence of product innovation and competitive advantage. The conceptual framework and research hypothesis will be raised in this chapter, using the different ways to examine the hypothesis.
From the analysis, the industrial environment and PLC weakly affect the competitive advantage, the core competence strongly affect the competitive advantage. The possible reason is that, a company with very strong core competence could proceed with the different R&D, production and marketing function flexibly to reach the optimal performance, Therefore, the industrial environment and PLC are doing the little influence on it.
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