企業在選擇技術創新藍海的過程中,首先需要選定一個具有潛力的目標市場與產品.以宏達電為例,一開始便已選定了一個具有無限商機的無線通訊網路市場,初期以Pocket PC作為研發的基礎,並以此企業本身的核心技術為主軸,積極尋求外部技術的支援與整合,結合軟體業者的授權取得WIN CE的作業系統,並展開與硬體業者TI,QUALCOM國際大廠簽定關鍵技術的轉移,其中TI為全球主要DSP技術與微處理器技術的領導者,而QUALCOM則是在CDMA技術上給予授權合約,以開發支援CDMA通訊功能的掌上型設備,藉由內外部技術的整合成功,創造出獨特作業系統的差異化,以及豐富的後援軟體支援,目前提供超過1.8萬個應用程式供顧客選擇,並針對電信運營商提高客製化的能力,而得以確保宏達電在智慧型手機產品的研發及製造根基.進一步的創造出產品創新的藍海.

宏達電在Smart Phone的製造過程中,建立0不良的品質管理意識,在功能上強化數據傳輸的速度並且強化電子郵件收發的便利性及強化娛樂的功能,進而強化了在品質、輕便程度、功能及服務上的客觀屬性,更強化了顧客的價值主張.當台灣的手機製造商都朝向承接低價、量大的手機品牌訂單時，宏達電卻積極進軍Orange、mmO2、T-Mobile等歐洲電信營運商市場，全球超過五十家以上的電信營運商及通路商，都是宏達電的重要客戶,就此建立與產業龍頭的合作關係。

宏達電跳脫傳統手機以通路行銷的方式，直接與電信業者合作，以客製化方式提供智慧型手機，使系統業者成為客戶或為宏達電的產品行銷,達到直接銷售，降低成本，增加系統業者對使用者的影響力,直接掌握顧客需求,並且塑造出名牌形象,藉以提升產品的主觀屬性。綜觀，宏達電以技術、產品及營運模式三者相互搭配的創新，創造智慧型手機的新藍海，更創造了長期股東價值。

Before any business can look for their technology innovation in a new blue ocean, it must decide on a product in a potential market. Take HTC for example, they set themselves as a player in the wireless communication industry. In the initial stage, HTC focuses on Pocket PC R&D to solidify their core competency. At the same time they look for external technical support and joint software supplier to obtain WIN CE OS. HTC also signed contract with hardware supplier, TI and Qualcom, for key technology sharing. TI is the global leader in DSP and micro processor technology where Qualcom gives permission to share CDMA technology. The sharing allows HTC to develop handheld devices with CDMA communication capabilities thus creating an unique product with an unique OS and strong software support. Currently HTC is capable to provide more than 18,000 applications for clients to use and allow customization for telecommunication operators. This ensures HTC to have strong hold in the smart phone R&D industry and creating their own blue ocean.
HTC creates a zero error QC concept for producing smart phone. On the capability level, HTC enhances data transmission speed, increases email usage ease, and entertainment capabilities. As the result, this value of the phone in customs' perspective.
When all other cellphone manufactures are taking on low value orders, HTC enters European telecommunication market such as Orange, mmO2, and T-mobile. HTC has more than 50 channels all over the world ensuring its close contact with industry leaders.
HTC breaks the traditional selling channel and works directly with telecommunication operators. Using customization strategy, HTC is able to make these operators into selling offices for HTC and reduce cost. This does not only create influence on the operators but also can obtain customer needs more closely allowing HTC to be able to create a brand image more acceptable to the customers.
Overall, HTC mixes technology, product and operation model to create a new blue ocean in smart phone market and create long term value for its shareholders.

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i中文資料
1. 金偉燦(W. Chan Kim），芮妮‧莫伯尼(Rene Mauborgne)(94)，“藍海策略”，遠流出版，民國94年8月
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