| dc.contributor.advisor | 鄭至甫 | zh_TW |
| dc.contributor.advisor | Jeng, Jyh-Fu | en_US |
| dc.contributor.author (Authors) | 楊士緯 | zh_TW |
| dc.contributor.author (Authors) | Yang, Shih-Wei | en_US |
| dc.creator (作者) | 楊士緯 | zh_TW |
| dc.creator (作者) | Yang, Shih-Wei | en_US |
| dc.date (日期) | 2022 | en_US |
| dc.date.accessioned | 2-Sep-2022 14:52:58 (UTC+8) | - |
| dc.date.available | 2-Sep-2022 14:52:58 (UTC+8) | - |
| dc.date.issued (上傳時間) | 2-Sep-2022 14:52:58 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0108932109 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/141580 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 經營管理碩士學程(EMBA) | zh_TW |
| dc.description (描述) | 108932109 | zh_TW |
| dc.description.abstract (摘要) | 根據我國經濟部中小企業處的統計，台灣中小企業平均存活壽命僅有13 年，這代表著中小企業需要依據市場的急遽變化，進行應變轉型；因此，如何系統性地評估一家公司即將面臨的風險，進而結合公司核心能力及資源，及時研發推出新產品或新事業部門，來避免公司衰退或倒閉，是中小企業必須擁有的技能。 B公司成立於2009年，屬於中小企業；主力產品為自有品牌之手機保護殼及手機外接式鏡頭；因為市場主要手機品牌廠，不斷進行規格的演進，導致主力產品即將進入衰退期，公司面臨巨大的轉型壓力。此時公司下一階段該推出何種新產品，來替代既有產品？何時推出？怎麼推出？該如何推出？在哪推出？ 藉由SWOT分析、五力分析、衝擊性與不確定性分析、競爭者分析來了解B公司現階段的現況、自我的核心能力及資源，找出即將面臨到問題，做一個全面性的健檢。接下來運用新產品分析，找到適合發展之新產品，分析市場需求面，並透過問卷，得知新產品是否可被目標消費者接受。 接著運用商業模式九宮格，來評估營運計畫，並訂定風險管理對策、計畫時程表、市場進入策略等，來確保執行面的順利進行。進而根據這三年的執行內容，來進行初步經營分析，驗證計畫是否有達到初步目標。 最後依據以上的數據分析及結果，對於B公司提供未來短中長期之規劃與建議，也讓有著相同困境的中小企業，在決策時有個全盤性、架構式的參考。 | zh_TW |
| dc.description.abstract (摘要) | According to the statistics of the Small and Medium Enterprises Division of the Ministry of Economic Affairs of my country, the average lifespan of small and medium-sized enterprises in Taiwan is only 13 years, which means that small and medium-sized enterprises need to adapt to the rapid changes in the market and make transformations; therefore, how to systematically evaluate the risks that a company is about to face , and then combine the company`s core capabilities and resources to develop and launch new products or new business departments in a timely manner to avoid company recession or bankruptcy, which is a must-have skill for small and medium-sized enterprises. Company B was established in 2009 and belongs to small and medium-sized enterprises; its main products are its own brand mobile phone protective cases and mobile phone external lenses; due to the main mobile phone brands in the market are constantly evolving their specifications, the main products are about to enter a recession period, and the company is facing Huge transformation pressure. At this time, what new products should the company launch in the next stage to replace the existing products? When will it be launched? How to launch? How to roll out? Where is it launched? Through SWOT analysis, Porter five forces analysis, impact and uncertainty analysis, and competitor analysis to understand the current status of Company B, its own core capabilities and resources, identify upcoming problems, and do a comprehensive health check . Next, use new product analysis to find new products suitable for development, analyze market demand, and through questionnaires to know whether the new products can be accepted by target consumers. Then use the business model Jiugongge to evaluate the operation plan, and formulate risk management strategies, plan schedules, market entry strategies, etc., to ensure the smooth progress of the implementation. Then, based on the implementation content of the past three years, a preliminary business analysis is carried out to verify whether the plan has achieved the preliminary goals. Finally, based on the above data analysis and results, it provides short-, medium- and long-term planning and suggestions for company B in the future, and also allows small and medium-sized enterprises with the same predicament to have a comprehensive and structured reference when making decisions. | en_US |
| dc.description.tableofcontents | 表次 iv 圖次 v 第一章 緒論 7 第一節 B公司現階段狀況 7 第二節 競爭者分析 27 第二章 新產品開發計畫 30 第一節 新產品分析 30 第二節 利基市場的尋找 – 台灣防水包的發展與現況 33 第三節 產品功能規劃 35 第三章 商業模式與營運計畫 41 第一節 商業模式 41 第二節 營運人力規劃 44 第三節 風險評估與管理 45 第四章 市場進入策略 47 第一節 市場進入策略 47 第二節 專案計畫時程 49 第三節 初期評估點 51 第四節 各階段經營指標與預期效益 51 第五章 初步經營分析 53 第一節 募資成果 53 第二節 近三年成效 56 第六章 未來規劃 60 第一節 短期規劃 60 第二節 中長期規劃 60 第三節 結論 61 參考文獻 62 | zh_TW |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0108932109 | en_US |
| dc.subject (關鍵詞) | 中小企業 | zh_TW |
| dc.subject (關鍵詞) | 新產品開發 | zh_TW |
| dc.subject (關鍵詞) | 企業成長 | zh_TW |
| dc.subject (關鍵詞) | 手機配件 | zh_TW |
| dc.subject (關鍵詞) | 防水瞬扣包 | zh_TW |
| dc.subject (關鍵詞) | Small and medium-sized enterprises | en_US |
| dc.subject (關鍵詞) | new product development | en_US |
| dc.subject (關鍵詞) | business growth | en_US |
| dc.subject (關鍵詞) | mobile accessories | en_US |
| dc.subject (關鍵詞) | AquaSeal | en_US |
| dc.title (題名) | 新產品開發計畫 – 以 B 公司為例 | zh_TW |
| dc.title (題名) | New Product Development Plan – A Case Study of B Company | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | Channom, D. K. (1989). SWOT analysis entry in Handbook of Strategic Managerment. NY: M. Dekker. (2018). Newzoo Global Mobile Market Report. Newzoo. OsterwalderAlexander, PigneurYves, & SmithAlan. (2012). 獲利世代: 自己動手, 畫出你的商業模式. 早安財經文化有限公司. PorterM. (1980). Competitive Strategy. NY: Free Press. Ryan. (2016年6月30日). INSIDE. 2022年5月2日 擷取自 INSIDE: https://www.inside.com.tw/article/6650-what-is-crowdfunding Stockq. (2021). 擷取自 Stockq.org: https://stockq.org/economy/ 張少熙. (108). 107 年度我國民眾運動消費支出調查. 台灣趨勢研究股份有限公司. 教育部體育署編印. 擷取自 https://www.sa.gov.tw 嘖嘖. (2020年8月11日). 全境防水瞬扣包募資結果. 擷取自 嘖嘖: https://www.zeczec.com/projects/bitplay-aquaseal 賴鈺晶. (102年12月1日). 植物工廠產業分析. 擷取自 龍華科技大學: https://docsplayer.com/27015529-龍華科技大學.html | zh_TW |
| dc.identifier.doi (DOI) | 10.6814/NCCU202201178 | en_US |
