The document discusses various strategies related to innovation and new product development. It defines key concepts like corporate strategy, business strategy, innovation strategy, and new product strategy. It describes different types of new product strategies, such as Miles and Snow's prospectors, analyzers, defenders, and reactors typology as well as Cooper's types A through E. The document also discusses how to define strategic arenas of focus, including by markets, product types, and technologies. Finally, it provides references for further reading on new product management strategies.

1. NPDP裴有恆
從公司策略到產品策略

2. 講師介紹

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. 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. 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. 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. 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. 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. 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.

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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.

17. 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.

18. 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

19. 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.

20. How to set goal

22. 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

23. 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.

24. 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.

25. 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.

26. 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

27. 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.

28. 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.

29. 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.

30. 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.

31. 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

32. 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.

33. 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

34. Reference:
Cooper, Robert G., Winning at New Products
Crawford, C. Merle and Anthony DiBenedetto, New
Products ManagementProducts Management