新產品導入（new product introduction，以下簡稱 NPI）是許多企業擴張業務版圖、實現營收成長的主要方法。透過新產品上市，企業得以擴大目標市場、活絡原本死寂的市場活力與價格、甚至取代競爭對手在市場中的地位，這些好處讓企業無不卯足全力投入新產品研發，但如何確保新產品導入可獲得良好的投資報酬率，如何進行決策與管理流程以確保成效，目前的文獻較少針對特定產業提供完整的解答。本研究的目的在探討自動控制行業新產品導入的管理方法，除了指出重要的流程與監督機制，也將針對不同的情境提出新產品導入的管理重點。
本研究以大型美商跨國企業為單一個案進行個案分析，深入探討該企業如何透過其管理方法成功的實現營收與獲利成長，同時我們也提出在同一個案公司的幾個失敗的NPI專案，來分析為什麼在嚴密的管理下仍會有盲點，並歸納出產業在面對不同市場環境時，導入新產品時應依情境調整的管理重點。

New product introduction (NPI) is one of the key drivers that help company expand its markets, reposition pricing, and replace competitors. However, not many studies have been conducted to provide useful guidelines to help managers to make sure that the introduction of new product can generate good return of investment (ROI), to make NPI decisions efficiently, and to implement NPI processes successfully. This study thus investigates the methodology of NPI, and to identify key mechanisms and check points for monitoring and managing NPI processes.
In particular, a case study approach is used in this theses. The case is based on an American-based multi-national corporation name Control Technology Solution Inc. (CTS Inc.). We went through the case in details to show how NPI processes work in the case company to drive profitable growth. We reviewed several NPI projects in the case company to lead readers understand how the NPI processes should be operated. Furthermore, we also discussed several failure NPI projects in the case company to point out that the right course of management action for NPI is actually contingent upon the external situation.

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