A Case Study of New Product OpportunityIdentification: Co-evolution among Customer Value, Core Technology and Evaluation Criteria

• Main Authors: Hsieh,Wen-Chang, 謝文昌
• Other Authors: Chen,Chih-Yuan
• Format: Others
• Language: zh-TW
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/nk37hx

博士 === 國立雲林科技大學 === 企業管理系 === 106 === Abstract The previous studies on new product opportunity identification often revolve around customer value and core technology. On the other hand, this study explores new product opportunities from the perspective of the criteria for opportunity assessment for entrepreneurs. Through this study, two elements were proposed as the basis for the criteria of opportunity assessment for new product identification; namely profitability and actability. These two indicators were put forward through case studies and relevant literature review, which thought to have exerted a critical impact on the search of entrepreneurs for new product opportunities. In addition, the entrepreneurs will take accounts for customer values, core technology, and maneuverabilityof evaluation criteria when they have identified new product opportunities. Moreover, this research makes a generalization and carries out analysis through case studies. It is found that the three elements; customer value, core technology, and maneuverabilityof evaluation criteria, evolves together. Thus, a framework of a theoretical model for opportunity identification is constructed. The framework is conducive to the theoretical development of new product opportunity identification. Lastly, the findings below are based on this case study. Proposition 1: There are three key elements that influence new product opportunity identification for entrepreneurs; customer value, core technology, and maneuverabilityof evaluation criteria (i.e, profitability and actability). Proposition 2: A process of cognitive learning is formed when entrepreneurs use the criteria of profitability and actability to identify new product opportunities. Proposition 3: The risksof new product opportunities that were not found will be reduced when entrepreneurs used the evaluation criteriaof profitability and actability to identify new product opportunities. Proposition 4: It is conducive for the success ofthe development of new products when entrepreneurs combine the criteria of profitability and actability with customer value, core technology, and new product opportunity identification to identify new product opportunities. Proposition 5: Entrepreneurs use the VCA model and consumer and producer surplus to spot new product opportunities. Proposition 6: Entrepreneurs combine core technology with technological andmarket forces to spot new product opportunities. Proposition 7: Entrepreneurs can use the VCA model and technology push to seek new product opportunities by means of co-evolution between the criteria of opportunity assessment and the resource-based view of core technologies. Proposition 8: The new product opportunity identification approach is applicable to the following four situations. First, when the market ambiguity is low whereas the technology ambiguity is high, the new product opportunity is sought from the perspective of the customer value. Second, when the market ambiguity is high whereas the technology ambiguity is low, the new product opportunity is sought from the perspective of the core technology. Third, when the market ambiguity and the technology ambiguity are both low, the new product opportunity is sought from the perspective of the criteria for opportunity assessment. Fourth, when the market ambiguity and the technology ambiguity are both high, the new product opportunity is sought from the perspective of sudden inspiration. Keywords: Entrepreneurs, profitability, actability, co-evolution, opportunity identification