| Summary: | 碩士 === 國立清華大學 === 高階經營管理碩士在職專班 === 98 === ABSTRACT
In the global digital electronics industry where competition is fierce, the systematic development of knowledge and skills for creative needs is more urgent for innovative products. With digital electronics products’ increasingly short life cycle, consumers demand more and more diversified products. Whether a product is discontinued, or whether it is further more innovatively developed, informed decisions must be made on insight into consumer psychology to develop innovative products to meet market demand.
In the face of the rapidly changing challenges and opportunities in the development of global information communications and security surveillance technology, business enterprises are striving for innovation and breakthroughs in the research and development process. Each decision may create a critical error and waste R&D resources, therefore excluding the product from the market. To avoid this key error in the innovation R&D, we must utilize a systematic and tactical evaluation process. In order to find the decisive key factors for product innovation, we have to estimate and choose processes with the best potential for the market.
The importance of corporate product planning is like setting the course for ships at sea. “If the bow of the ship is pointed in the wrong direction, the course set is useless no matter how hard you work” ~ Dr. Kenichi Ohmae 1989. Product development is the most difficult challenge similar to how a ship in the open sea must find the right direction. This direction can take the ship to hit an iceberg or a hidden reef or safely to its destination. Each captain’s mission is to make the ship eventually reach the company's Treasure Island.
The capacity and resources of a company determine its value in terms of cost and user recognition advantage; therefore, it is essential to be better than the competition in the flexible use of external resources and core competencies. These resources in the industry and the necessity to lessen the distance between the cost and user recognition advantage are more likely to achieve a sustainable competitive advantage and access to excess profits
The key to product success derives from both from the market and the fit of the technology. We would think that this combination would lead to a successful product, however in some cases it can create barriers to strategy implementation. Consequently, sound business strategy must focus on how to effectively integrate market demand and the core value advantage in the market to succeed.
With the digital wave sweeping across the world, broadband, wireless networks, and multimedia technologies have matured into fully integrated acceleration 4C industries. As digital information and media developed, the past family tradition of consumer electronics products and safety monitoring system has changed.
The related electronic products are now emerging in the direction of multi-functional integration, and gradually have home networking functionality. Because of the step by step building of the digital home interoperability platform, smart home industry has formally entered into its initial stage. Additionally, the world's major manufacturers have been driven to strategically improve their products step by step. Leaders in the smart home industry who compete with each other to reach the next target will become the world's leading manufacturers. In the past, our phone, PC, Netcom, panels and other related industries’ successful experience has resulted from deep plowing over the years based on high technology. At the beginning of this century it is hard to see huge business opportunities. In particular, it is imperative that Taiwan's IC design companies find out how to retain their competitive advantage.
Coincidentally, the governments of the world are actively planning and promoting the digital home industry. Domestic and foreign manufacturers have the opportunity to climb to the top. The T-Plan model assists an IC design company plan how to stay competitive in an industry with rapid changes in the environment, find the next new product positioning, and aids in the development of a roadmap for technology development. Michael E. Porter’s “Five Forces Analysis” analyzes the company's external competitive environment and opportunities. According to “Resources, the basic theory through understanding the company's core competitive advantage” through competitive advantage analysis, we can identify the key success factors and development strategies for future development of Taiwan's IC design industry. In this thesis, an IC design company is a case study on how to use the T-Plan model. It explains the transition of the highly competitive and mature technology from the 8-bit voice IC products to 32-bit multimedia IC applications and finds a roadmap for the next new products positioning and technology development.
Hopefully, through this thesis enterprises can
财ABSTRACT
In the global digital electronics industry where competition is fierce, the systematic development of knowledge and skills for creative needs is more urgent for innovative products. With digital electronics products’ increasingly short life cycle, consumers demand more and more diversified products. Whether a product is discontinued, or whether it is further more innovatively developed, informed decisions must be made on insight into consumer psychology to develop innovative products to meet market demand.
In the face of the rapidly changing challenges and opportunities in the development of global information communications and security surveillance technology, business enterprises are striving for innovation and breakthroughs in the research and development process. Each decision may create a critical error and waste R&D resources, therefore excluding the product from the market. To avoid this key error in the innovation R&D, we must utilize a systematic and tactical evaluation process. In order to find the decisive key factors for product innovation, we have to estimate and choose processes with the best potential for the market.
The importance of corporate product planning is like setting the course for ships at sea. “If the bow of the ship is pointed in the wrong direction, the course set is useless no matter how hard you work” ~ Dr. Kenichi Ohmae 1989. Product development is the most difficult challenge similar to how a ship in the open sea must find the right direction. This direction can take the ship to hit an iceberg or a hidden reef or safely to its destination. Each captain’s mission is to make the ship eventually reach the company's Treasure Island.
The capacity and resources of a company determine its value in terms of cost and user recognition advantage; therefore, it is essential to be better than the competition in the flexible use of external resources and core competencies. These resources in the industry and the necessity to lessen the distance between the cost and user recognition advantage are more likely to achieve a sustainable competitive advantage and access to excess profits
The key to product success derives from both from the market and the fit of the technology. We would think that this combination would lead to a successful product, however in some cases it can create barriers to strategy implementation. Consequently, sound business strategy must focus on how to effectively integrate market demand and the core value advantage in the market to succeed.
With the digital wave sweeping across the world, broadband, wireless networks, and multimedia technologies have matured into fully integrated acceleration 4C industries. As digital information and media developed, the past family tradition of consumer electronics products and safety monitoring system has changed.
The related electronic products are now emerging in the direction of multi-functional integration, and gradually have home networking functionality. Because of the step by step building of the digital home interoperability platform, smart home industry has formally entered into its initial stage. Additionally, the world's major manufacturers have been driven to strategically improve their products step by step. Leaders in the smart home industry who compete with each other to reach the next target will become the world's leading manufacturers. In the past, our phone, PC, Netcom, panels and other related industries’ successful experience has resulted from deep plowing over the years based on high technology. At the beginning of this century it is hard to see huge business opportunities. In particular, it is imperative that Taiwan's IC design companies find out how to retain their competitive advantage.
Coincidentally, the governments of the world are actively planning and promoting the digital home industry. Domestic and foreign manufacturers have the opportunity to climb to the top. The T-Plan model assists an IC design company plan how to stay competitive in an industry with rapid changes in the environment, find the next new product positioning, and aids in the development of a roadmap for technology development. Michael E. Porter’s “Five Forces Analysis” analyzes the company's external competitive environment and opportunities. According to “Resources, the basic theory through understanding the company's core competitive advantage” through competitive advantage analysis, we can identify the key success factors and development strategies for future development of Taiwan's IC design industry. In this thesis, an IC design company is a case study on how to use the T-Plan model. It explains the transition of the highly competitive and mature technology from the 8-bit voice IC products to 32-bit multimedia IC applications and finds a roadmap for the next new products positioning and technology development.
Hopefully, through this thesis enterprises can
learn to make effective use of unique internal resources and capabilities to understand the external competitive environment,
through strategic technology roadmap come to understand the technical gap between enterprise development,
to find the best strategy for the future development of enterprises,
to strengthen the resilience of enterprise development strategies,
develop sustainable business model innovations,
keep abreast of market needs and trends, and new products to market timing,
make effective integration and use of internal and external resources to ensure that enterprises operating performance, and
strengthen business R&D department staff communication, so that R&D to develop products to meet market expectations.
Cross-strait economic and trade cooperation and proper use of the advantages of government policies, and innovative business model create a different foreign competition strategy.
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