| Summary: | 碩士 === 元智大學 === 經營管理碩士在職專班 === 99 === New product development has always been the best strategy for most enterprises to show their innovation and increase their profit sources. However, in the process of developing new products, there are many uncertainties, which include change in environment, resource allocation of the company and needs of the customers. In the highly changeable environment of the beverage market in Taiwan, the way to develop a new product in order to create long-term and stable profits as the life-span for new beverage product is constantly shortening is analyzed in the paper. Moreover, as there is a high failure rate to the development of a new product, once the new product is put on the market and failed, the price general small- and medium-sized enterprises have to pay would be devastating. Therefore, fully understanding the factors which make new products successful is an important direction for enterprises to work on when developing new products. As information technology is developing in a fast speed and consumption consciousness is getting more attention, current enterprises are facing the market that is lead by the buyers. By observing companies which were success due to promoting new products, the common factors are: They tried hard to understand customers’ needs and developed products customers needed.
In the process of developing new product, upper- and down-stream industries and environmental variables would change or affect the formation of the new product. Hence, enterprises must use internal distinctive abilities and advantages and integrate, reorganize and transform the resources and abilities to the new product the market and the customers need. Establishing and valuing core abilities are highly effective to new business, new market and new product of an enterprise, which are all related to promoting performance.
Case study was applied in the research. Empirical analysis was carried out to analyze the resource, ability and activity allocation of the international enterprise, S cooperation, when developing new products. Individual interviews were conducted firstly to staff relating to new product development to carry out data collection and analysis. The data was used to analyze the resources and abilities relating to the new product promotion of S cooperation in order to understand the company’s development strategy for internal and external environments. Market orientation theory was used as the basis to discuss whether the promotion of the new product meets the consumers’ needs and whether market orientation leads to a new product’s success.
|
|---|
