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Author: 楊勝全
SHENG-CHYUAN YANG
Thesis Title: 管理創新與技術創新之研究以微軟與宏達電的合作模式為例
A Study for Management and Technology Innovation—The case on the Cooperative of MICROSOFT and HTC
Advisor: 梁瓊如
Chiung-Ju Liang
Committee: 紀佳芬
Chia-Fen Chi
翁文彬
Wen-Pin Weng
Degree: 碩士
Master
Department: 管理學院 - 管理研究所
Graduate Institute of Management
Thesis Publication Year: 2007
Graduation Academic Year: 95
Language: 中文
Pages: 69
Keywords (in Chinese): 宏達電管理創新經營模式創新
Keywords (in other languages): HTC, Management innovation, Business model innovation
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  • 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.

    目錄 中文摘要 I 英文摘要 II 圖目錄 V 表目錄 VII 第一章 緒論 1 第一節 、研究背景 1 第二節 、研究動機 1 第三節 、研究目的 3 第四節 、研究架構 3 第二章 文獻探討 5 第一節 、價值創新 8 第二節 、管理創新 14 第三節 、P&G的管理創新模式-「互通與開發」(2006) 16 第四節 、技術創新 22 第五節 、3M的管理創新模式-「領先使用者」(1999) 22 第六節 、顧客價值及營運服務創新 26 第七節 、價值創新開創市場 29 第八節 、「創新」網絡化新規則 32 第三章 研究架構與產業分析 38 第一節 、研究架構 38 第二節 、智慧型手機產業分析 39 第四章 個案研討 44 第一節 、微軟在智慧型手機作業系統的發展歷程及當初是如何選上宏達電合作 44 第二節 、宏達電創新個案研討 54 第五章 結論與建議 65 第一節 、研究結論 65 第二節 、研究建議 67 參考文獻 68 附錄 70 圖目錄 圖1-1為本研究之研究流程…………………………………………………………. 4 圖2 1 擬定創新生態體系策略……………………………………………………… 8 圖2-2讓創新與生命週期一致……………………………………………………… .9 圖2-3產品生命週期…………………………………………………………………10 圖2-4描繪創新策略…………………………………………………………………12 圖2-5產品演進速度表………………………………………………………………13 圖2-6管理創新的要素………………………………………………………………15 圖2-7傳統價值創造模式……………………………………………………………16 圖2-8 P&G「互通與開發」計畫…………………………………………………....17 圖2-9 NineSigma運作模式………………………………………………………… 19 圖2-10 InnoCentive運作模式……………………………………………………… 20 圖2-11 YourEncore運作模式………………………………………………………. .21 圖2-12 Yet2.com運作模式…………………………………………………………. .24 圖2-13領先使用者與市場發展趨勢之關係……………………………………… ..25 圖2-14 3M的「領先使用者」外部網絡……………………………………………27 圖2-15 顧客創新價創做法…………………………………………………………. 28 圖2-16「創新」網絡化新規則¬¬¬-電影網……………………………………………..33 圖2-17「創新」網絡化新規則¬¬¬-電影網……………………………………………..33 圖2-18「創新」網絡化新規則¬¬¬-電影網路化………………………………………...34 圖2-19「創新」網絡化新規則¬¬¬……………………………………………………….35 圖2-20「創新」網絡化新規則¬¬¬-電影網路化總合…………………………………...37 圖3-1 產品生命週期與技術與管理創新架構圖…………………………………....38 圖3-2 智慧型手機產量與年成長率預估…………………………………………..39 圖3-3 Soft Bank X01HT與Pearl 8100………………………………………… …..40 圖3-4 微軟創新網路化新規則圖…………………………………………………. ..41 圖3-5 宏達電創新網路化新規則圖…………………………………………………42 圖4-1 Windows CE的發展歷程…………………………………………………….44 圖4-2 Windows CE 5.0的記憶體管理模型…………………………………………46 圖4-3 Windows CE 6.0的記憶體管理模型……………………………………….. 48 圖4-4 Windows CE 6.0的系統架構…………………………………………….......49 圖4-5 Windows CE的模擬器……………………………………………………….51 圖4-6 Windows CE 6.0的開發平台………………………………………………...52 圖4-7 宏達電藍海策略草圖…………………………………………………………55 圖4-8 宏達電定位策略圖……………………………………………………………57 圖4-9 宏達電創新圖………………………………………………………………...59 圖4-10 宏達電產品創新圖……………………………………………………….....62 圖4-11 宏達電策略地圖…………………………………………………………….64 表目錄 表2-1產品生命週期特性…………………………………………………………..10 表2-2市場與科技演進綜合效應表………………………………………………..14 表2-3營運創新效益………………………………………………………………..28 表2-4推展鄰近領域的6種方式…………………………………………………..31

    參考文獻

    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
    2. 微軟企業, www.microsoft.cow/taiwan
    3. 宏達電股份有限公司, www.htc.com.tw

    ii英文資料
    1. Adner, Ron (2006) ,”Match Your Innovation Strategy to Your Innovation Ecosystem”, Harvard Business Review,vol.84, No4,pp.98-107
    2. Anthony, Scott D. ,Eyring, Matt & Gibson ,Lib (2006),” Mapping Your Innovation Strategy”, Harvard Business Review, vol.84, No5,pp.104-113
    3. Andrew, James P. , Sirkin, Harold L. (2003),” Innovating for Cash”, Harvard Business Review,vol.81, No9,pp.76-83
    4. Andrew Hargadon, Robert I. Sutton (2000), “Building an Innovation Factory”, Harvard Business Review on Innovation.
    5. Bhaskar Chakravorti (2004),”The New Rules for Bringing Innovations to Market” ,Harvard Business Review(Apr.2004,vol.31,pp.60),
    6. Drucker, Peter (2002),”The Discipline of Innovation”,Harvard Business Review,vol.80, No8,pp.95-103
    7. Eric Von Hippel, Stefan Thomke, Mary Sonnack (1999), “Creating Breakthroughs at 3M”, Harvard Business Review on Innovation.

    8. Gary Hamel (2006), “The Why, What, and How of Management Innovation”, Harvard Business Review (February 2006)
    9. Geoffrey A.Moore(2004)“The old Innovation Stategy”, Harvard Business Review (August 2004)
    10. Hammer, Michael (2004),”Deep Change: How Operational Innovation Can Transform Your Company” ,Harvard Business Review,vol.82, No3,pp.84-93
    11. http://www.innocentive.com/
    12. http://www.ninesigma.com/
    13. http://www.yet2.com/
    14. http://www.yourencore.com/
    15. Kanter, Rosabeth Moss (2006),”Innovation: The Classic Traps “,Harvard Business Review,vol.84, No11,pp.72-83
    16. Kim , W. Chan & Mauborgne, Renee (1999),“Creating New Market Space”,,Harvard Business Review,vol.77, No1,pp.83-93
    17. Kim, W. Chan & Mauborgne, Rene (2000),“Knowing a Winning Business Idea When You See One”,Harvard Business Review,vol.77, No5,pp.129-138
    18. Kim, W. Chan & Mauborgne, Rene (2004),Blue Ocean Strategy,Harvard Business Review Article,vol.82, No10,pp.76-84
    19. Larry Huston, Nabil Sakkab (2006), “Connect and Develop: Inside Procter & Gamble's New Model for Innovation”, Harvard Business Review (March 2006)
    20. Lencioni, Patrick M. (2002),”Make Your Values Mean Something” ,Harvard Business Review,vol.80, No7,pp.113-117
    21. Moore, Geoffrey A. (2004);”Darwin and the Demon: Innovating Within Established Enterprises”, Harvard Business Review,vol.82, No7/8,pp.86-92
    22. Philip Kotler (2003), A Frame Work for Marketing Management, Second Edition.
    23. Thomke, Stefan , Hippel , Eric Von (2002),”Customers as Innovators: A New Way to Create Value”,Harvard Business Review,vol.80, No4,pp.74-81
    24. W. Chan Kim, Renee Mauborgne (1997), “Value Innovation: The Strategic Logic of Hih Growth”, Harvard Business Review on Strategies for Growth.
    25. Ulwick, Anthony W. (2002),” Turn Customer Input into Innovation”, Harvard Business Review,vol.80, No1,pp.91-97.
    26. Wolpert, John D. (2002),”Breaking Out of the Innovation Box”,Harvard Business Review, vol.80, No8,pp.77-83
    27. Zook ,Chris & Allen , James (2003),” Growth Outside the Core”, Harvard Business Review,vol.81, No12,pp.66-73

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