The industrial evolution of technology sector in Taiwan has been shifted from traditional manufacturing to original equipment manufacturing/ original design manufacturing (OEM/ ODM), and at recent years, a new attempt of branded manufacturing has emerged, especially in the area of information and communication technology (ICT) industry. One of the upmost missions from this attempt is to reach the global distribution with technology leadership and product excellence, where the new product development and introduction along with its global pricing will be the substantial steps for every move from those branded ICT manufacturers who just newly join the competition arena of brand business. As in ICT industry, new product introduction is at a relatively high-fast pace within a shorter period of time given under intensive competition since the fame of technology adoption across all sectors from industries evolution, business operation, and even individual living style. Thanks to the wide spread product information and a kind of transparent pricing via Internet, the tension of getting a good and effective pricing for new product introduction is getting more and more critical and thus should be treated from a new angle of practice. I attempt to figure out the most critical elements in this complex practice in addressing some useful findings to both theoretical and empirical practice of further research.
This study then follows three (3) major steps, first, to outline an overview of the pricing architecture with essential consideration; second, to map out the new product introduction process which is to figure out the key factors and elements that affect its pricing process, and the last one, to combine and analyze the global pricing of the new product introduction process for branded ICT manufacturers in Taiwan to realizing the gaps and findings.
Main findings include (1) Low commitment from the executives in managing the pricing issue as top priority; (2) Organizational change is required on shifting from OEM/ ODM to brand business. Leadership is always the substantial element for any organization who aims to achieve greatness that outperforms competition.

The industrial evolution of technology sector in Taiwan has been shifted from traditional manufacturing to original equipment manufacturing/ original design manufacturing (OEM/ ODM), and at recent years, a new attempt of branded manufacturing has emerged, especially in the area of information and communication technology (ICT) industry. One of the upmost missions from this attempt is to reach the global distribution with technology leadership and product excellence, where the new product development and introduction along with its global pricing will be the substantial steps for every move from those branded ICT manufacturers who just newly join the competition arena of brand business. As in ICT industry, new product introduction is at a relatively high-fast pace within a shorter period of time given under intensive competition since the fame of technology adoption across all sectors from industries evolution, business operation, and even individual living style. Thanks to the wide spread product information and a kind of transparent pricing via Internet, the tension of getting a good and effective pricing for new product introduction is getting more and more critical and thus should be treated from a new angle of practice. I attempt to figure out the most critical elements in this complex practice in addressing some useful findings to both theoretical and empirical practice of further research.
This study then follows three (3) major steps, first, to outline an overview of the pricing architecture with essential consideration; second, to map out the new product introduction process which is to figure out the key factors and elements that affect its pricing process, and the last one, to combine and analyze the global pricing of the new product introduction process for branded ICT manufacturers in Taiwan to realizing the gaps and findings.
Main findings include (1) Low commitment from the executives in managing the pricing issue as top priority; (2) Organizational change is required on shifting from OEM/ ODM to brand business. Leadership is always the substantial element for any organization who aims to achieve greatness that outperforms competition.

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