在快速變遷的時代中，公司想要永續經營與成長，成功開發新產品並上市將是最重要的工作之一。而在新產品開發的程序裡，市場調查工作已被認為是關鍵的成功因素。但對光電材料廠商而言，實務上常面對直接客戶與間接客戶的需求不同，而陷入產品開發規格的兩難中。本研究利用個案訪談的方式，探討五個台灣光電材料供應商的成功產品開發個案。接續以五力模型，分析個案所得之共通點。研究結論為提出七個可作為戰略策略決策的建議評估項目與準則，與三個執行市場調查戰術策略的建議。可於實務上用以策略決策的依據，以期能提高新產品開發成功的機率。

In the rapid change, the company wants sustainable development and growth. The successful new product development will be listed on one of the most important tasks. In new product development process, market research has been recognized as a key success factor. But for Optoelectronic materials manufacturers, they often have problem in different requirements from direct and downstream customers. How to decide product specifications will fall into a dilemma when develop a new product. The present study implements five case interviews of successful new product of Taiwanese optoelectronic material manufactures. Porter’s Five Forces Model is major analysis tool. The finding claims seven evaluation items and criteria for Strategy decision and three recommendations for market research tactics. In managerial implications ,We believe those findings will increase the probability of new product development.

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