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NPDP裴有恆
從公司策略到產品策略
講師介紹
Strategy:
the organization’s vision, mission, and values. One
subset of the firm’s overall strategy is its Innovation
Stra...
Vision:
An act of imaging guided by both foresight and
informed discernment that reveals the possibilities
as well as the ...
Mission Statement:
A brief statement of the purpose of a company or
organization. It is ideally used to guide the actions
...
Value:
Any principle to which a person or company
adheres with some degree of emotion. It is one
of the elements that ente...
Tactics:
Tactics are the tools by which strategy is
implemented. Having decided on the strategic
arena or battlefield, wha...
Corporate strategy:
Corporate strategy refers to the overarching
strategy of the diversified firm. Such a corporate
strate...
Business Strategy:
Business strategy refers to the aggregated
strategies of single business firm or a strategic
business u...
宏達電的創新策略
技術創新
第一個跟MS合作,在Window Mobile手機技術遙遙領先
第一個跟Qualcomm合作3G的智慧型手機製造商
在iPhone出來之前,推出touch
跟Google合作合力推出Android OS的手機跟Goo...
宏碁的品牌代工分家策略
宏碁2000年分成宏碁,明基,緯創三大集團
宏碁專攻品牌,緯創專攻設計製造
Innovation Strategy
This deals with the firm’s rate of the new product
development and business model innovation. It
asks ...
a business‘s product innovation and technology
strategy
the goals for your business's total product
development efforts
th...
New Product Strategy - Miles and Snow’s Type
Prospectors 先驅先驅先驅先驅者者者者 (Innovator)
Analyzers 模仿者或快速跟隨者模仿者或快速跟隨者模仿者或快速跟隨者模仿者...
Prospectors:
Firms that lead in technology, product and market
development and commercialization, even though an
individua...
Analyzers:
Those who let the prospectors lead, but have a product
development process organized to imitate and
commerciali...
Defenders:
Firms that stake out a product turf and protect it by
whatever means, not necessarily through developing new
pr...
Reactors:
Firms that have no coherent innovation strategy無
一致的創新策略.
They only develop new products when absolutely
forced ...
How to set goal
New Product Strategy - Cooper’s Type
Type A: The differentiated strategy
Type B: The low-budget conservative strategy
Type...
Type A: The differentiated strategy
These businesses boast a technologically
sophisticated and aggressive effort, a high
d...
Type B: The low-budget conservative strategy
These organizations feature low R&D spending
and develop copycat, undifferent...
Type C: The technology push strategy
This is the most popular strategy, Businesses here
feature a technologically driven a...
Type D: The not-in-the-game strategy
Businesses that adopt this strategy simply lack
technological sophistication; they de...
Type E: The high-budget diverse strategy
This is the "bull-in-a-china-shop" strategy. It
features heavy spending on R&D, b...
Four major strategic thrusts
Four major strategic thrusts are the common
denominators in businesses that are successful at...
four main ingredients of a positive new product
strategy
1. There are goals or objectives for the business's
total new pro...
Marketing Strategy
A marketing strategy is a process that can allow an
organization to concentrate its limited resources
o...
Technology Strategy
The object of Technology strategy is to guide the
firm in acquiring, developing, and applying
technolo...
Platform Product
The design and components that are shared by a
set of products in a product family. From this
platform, n...
Defining the Strategic Arenas
These strategic arenas can be defined in terms of
the following dimensions:
Markets or marke...
Reference:
Cooper, Robert G., Winning at New Products
Crawford, C. Merle and Anthony DiBenedetto, New
Products ManagementP...
NPDP第二節-從公司策略到產品策略
NPDP第二節-從公司策略到產品策略
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NPDP第二節-從公司策略到產品策略

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要談產品開發,先得從策略開始.
什麼是策略呢?策略是公司的方向...
在這一節會先談公司策略-Vision, Mission, Value
到各種不同對應的產品策略
作者:Richard Pei裴有恆/專長主管流程改善創新,產品創新,商業模式創新,專案管理

Published in: Business
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NPDP第二節-從公司策略到產品策略

  1. 1. NPDP裴有恆 從公司策略到產品策略
  2. 2. 講師介紹
  3. 3. Strategy: the organization’s vision, mission, and values. One subset of the firm’s overall strategy is its Innovation Strategy. The art of determining strategic direction for product innovation is a question of identifying and selecting strategic arenas or battlefields. We willselecting strategic arenas or battlefields. We will look at how to define the areas of strategic focus or strategic thrust, how to determine what markets, products, and technologies to invest in, and, in light of these decisions, how to devise the best attack plan.創新策略為組織策略的子策略. 選擇戰場 與策略方向.
  4. 4. Vision: An act of imaging guided by both foresight and informed discernment that reveals the possibilities as well as the practical limits in new product development. It depicts the most desirable future state of a product or organization.對未來想達成的 想像樣子
  5. 5. Mission Statement: A brief statement of the purpose of a company or organization. It is ideally used to guide the actions of the organization.公司目標的簡短陳述
  6. 6. Value: Any principle to which a person or company adheres with some degree of emotion. It is one of the elements that enter into formulating a strategy. 公司或個人會提供連結的情感程度
  7. 7. Tactics: Tactics are the tools by which strategy is implemented. Having decided on the strategic arena or battlefield, what does one do to win the battle? How does one plan and mount a swift attack? The tactical questions result in a game planThe tactical questions result in a game plan consisting of a set of moves or maneuvers designed to move a new product project from the discovery or idea stage to a successful launch-quickly and effectively.策略的工具, 策略戰場;如何贏的計畫
  8. 8. Corporate strategy: Corporate strategy refers to the overarching strategy of the diversified firm. Such a corporate strategy answers the questions of “in which businesses should we be in?” and “how does being in these business create synergy and/or add to the competitive advantage of the corporation as a whole?” 公司的整體策略: 進入何 種產業?如何發揮競爭力及綜效?
  9. 9. Business Strategy: Business strategy refers to the aggregated strategies of single business firm or a strategic business unit (SBU) in a diversified corporation, according to Michel Porter, a firm must formulate a business strategy that incorporates cost leadership成本領先成本領先成本領先成本領先, differentiation 差異化差異化差異化差異化or focus 聚聚聚聚焦焦焦焦in order to achieve a sustainable competitive advantage and long-term success in its chosen arenas or industries.
  10. 10. 宏達電的創新策略 技術創新 第一個跟MS合作,在Window Mobile手機技術遙遙領先 第一個跟Qualcomm合作3G的智慧型手機製造商 在iPhone出來之前,推出touch 跟Google合作合力推出Android OS的手機跟Google合作合力推出Android OS的手機
  11. 11. 宏碁的品牌代工分家策略 宏碁2000年分成宏碁,明基,緯創三大集團 宏碁專攻品牌,緯創專攻設計製造
  12. 12. Innovation Strategy This deals with the firm’s rate of the new product development and business model innovation. It asks whether the company is on the cutting edge of technology and business innovation尖端的技 術和業務創新. There are three types: Pioneers Close followers Late followers
  13. 13. a business‘s product innovation and technology strategy the goals for your business's total product development efforts the role of product development: how new products tie into your business's overall goals arenas of strategic focus: markets, technologies, product categories, including priorities deployment: spending allocations (or splits) across these arenas (R&D funds or people, possibly marketing and capital resources for developments) how to attack each arena in order to win
  14. 14. New Product Strategy - Miles and Snow’s Type Prospectors 先驅先驅先驅先驅者者者者 (Innovator) Analyzers 模仿者或快速跟隨者模仿者或快速跟隨者模仿者或快速跟隨者模仿者或快速跟隨者 (fast followers, or imitators) Defenders 防衞者防衞者防衞者防衞者Defenders 防衞者防衞者防衞者防衞者 Reactors 反應者反應者反應者反應者
  15. 15. Prospectors: Firms that lead in technology, product and market development and commercialization, even though an individual product may not lead to profits. Their general goal is to be first to market with any particular innovation. These businesses are the industryinnovation. These businesses are the industry innovators. They value being "first in" with new products and are first to adopt new technologies, even though there are risks and not all such efforts are profitable.
  16. 16. Analyzers: Those who let the prospectors lead, but have a product development process organized to imitate and commercialize quickly any new product a Prospector has put on the market. By carefully monitoring the actions of major competitors,By carefully monitoring the actions of major competitors, and by moving quickly, they often are able to bring a superior product to market. A firm that follows an imitative innovation strategy, where the goal is to get to market with an equivalent or slightly better product very quickly once someone else opens up the market, rather than to be first to market with new products or technologies.
  17. 17. Defenders: Firms that stake out a product turf and protect it by whatever means, not necessarily through developing new products. 不一定通過開發新產品。 Defenders attempt to locate and maintain a secureDefenders attempt to locate and maintain a secure position or niche in a relatively stable product or market area. They protect their domain by offering higher quality, superior service, or lower prices
  18. 18. Reactors: Firms that have no coherent innovation strategy無 一致的創新策略. They only develop new products when absolutely forced to by the competitive situation.他們祗有面臨forced to by the competitive situation. 絕對被迫的競爭局面時才開發新產品 These firms are not as aggressive in maintaining established products and markets as competitors. They respond only when forced to by strong external or market pressures.
  19. 19. How to set goal
  20. 20. New Product Strategy - Cooper’s Type Type A: The differentiated strategy Type B: The low-budget conservative strategy Type C: The technology push strategy Type D: The not-in-the-game strategyType D: The not-in-the-game strategy Type E: The high-budget diverse strategy
  21. 21. Type A: The differentiated strategy These businesses boast a technologically sophisticated and aggressive effort, a high degree of product fit and focus, and a strong market. They target attractive high-growth, high-potential markets where competition is weaker.
  22. 22. Type B: The low-budget conservative strategy These organizations feature low R&D spending and develop copycat, undifferentiated new products. Their new product efforts are focused and highlyTheir new product efforts are focused and highly synergistic with the base business. New products match the business's production and technological skills and resources; fit into the business's existing product lines; and are aimed at familiar and existing markets.
  23. 23. Type C: The technology push strategy This is the most popular strategy, Businesses here feature a technologically driven approach to product innovation and are technologically sophisticated, technology oriented, and innovative. But their new product effort lacks a strong market orientation, and there is little fit, synergy, or focus in the types of products and markets exploited.
  24. 24. Type D: The not-in-the-game strategy Businesses that adopt this strategy simply lack technological sophistication; they develop new products that are low-technology, copycat, and low-risk, and they rely on simple, mature technologies. These developments prove to be a poor fit with the existing technology and production base of the business. Me too product
  25. 25. Type E: The high-budget diverse strategy This is the "bull-in-a-china-shop" strategy. It features heavy spending on R&D, but in an unfocused fashion; there is no direction, no synergy, no fit. These businesses attack new markets and new technologies and use unfamiliar production technologies.
  26. 26. Four major strategic thrusts Four major strategic thrusts are the common denominators in businesses that are successful at new products: technological sophistication. a strong market orientation and a market-driven process, focus, and an offensive (versus a defensive) stance.
  27. 27. four main ingredients of a positive new product strategy 1. There are goals or objectives for the business's total new product efforts. 2. The role of new products in achieving the business's goals is clearly communicated to all.business's goals is clearly communicated to all. 3. There are clearly defined arenas-specified areas of strategic focus or strategic thrust, such as specific products, markets, or technologies-to give direction to the business's total new product effort. 4. The new product effort has a long-term thrust and focus.
  28. 28. Marketing Strategy A marketing strategy is a process that can allow an organization to concentrate its limited resources on the greatest opportunities to increase sales and achieve a sustainable competitive advantage. A marketing strategy should be centered on the key concept that customer satisfaction is the main goal.
  29. 29. Technology Strategy The object of Technology strategy is to guide the firm in acquiring, developing, and applying technology for competitive advantage. Spider chart and Technology roadmap
  30. 30. Platform Product The design and components that are shared by a set of products in a product family. From this platform, numerous derivative products can be designed.
  31. 31. Defining the Strategic Arenas These strategic arenas can be defined in terms of the following dimensions: Markets or market segments Product type, product lines, or productProduct type, product lines, or product categories Technologies and technology platform
  32. 32. Reference: Cooper, Robert G., Winning at New Products Crawford, C. Merle and Anthony DiBenedetto, New Products ManagementProducts Management

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