創新型產品開發策略與流程：以任天堂Wii開發個案為例

Abstract

創新型產品的發想及誕生與企業經營當時所面臨的內外部環境因素具有高度的關聯，一個創新型產品開發最終是否能成功，又繫於其進入正式開發前的前置作業是否能精準地被執行，而在所有的前置作業階段中，又以「概念發想」階段扮演了關鍵性的角色，而企業從進行產品概念發想到篩選最適產品方案時，所有市場資訊、策略規劃目標、技術可行性等因素，皆會被納入評估考量並達到妥協及平衡，並透過此最終決定的產品方案來達成企業的使命及目標。 有鑑於創新型產品開發過程的複雜度與重要性，本研究擬以個案分析方法，探尋引發企業產生創新型產品發想的內外部因素間的結構關係，以及創新型產品的「概念發想」流程，並據以建立一個有用的觀念架構，以供未來研究參考。本研究所採用之個案為目前遊戲機市場創新型產品Wii，針對其開發策略與開發流程，以科技生態系統演進路徑，以及新產品策略矩陣等過去研究基礎，建立更加完整的分析架構。 根據研究結果，我們提出兩個造成創新型產品發想的內外部因素--產業中的'科技過度發展'以及廠商所面臨的'市場限制'，加入現有的產品發展架構中，並以科技生態系統的觀點來詮釋創新型產品開發對產業帶來的可能影響即―創新型產品由於應用新的技術而引入新科技生態系統，同時削弱以往舊科技生態系統中由關鍵零件引發產品演進的路徑。最後，在影響新產品「概念發想」流程的干擾因子中，本研究結果支持創新型產品開發過程不一定需要消費者的參與，仍可透過其他方式捕捉市場需求，此外並提出產品概念發想時'科技介入的時間點'以及'組織本身內部資源的投注'是兩個影響概念發想過程的重要影響變數。本研究希望藉由對這些變數的探索以及架構的建立，能對未來此相關領域的研究有所助益。

The emergence of disruptive product is closely associated with the external and internal conditions a company encountered. Moreover, successful disruptive product development is getting linked with the proficiency of steps carried out prior to entering the development phase. Among all these steps, concept generation appears to be the linchpin in whole development process. It is the point where market information, strategic plans, and technological feasibility must be balanced and is a major procedure to achieve company’s mission and goal. Due to the importance of disruptive product development, we applied a case study method aiming at constructing a comprehensive framework to identify the variables that drive the disruptive innovation and affect the concept generation processes. We took a disruptive product case –Nintendo’s Wii console as our research case and based on the previous frameworks regarding technology ecosystem and new product strategy, we formulated a comprehensive research framework to guide the exploration on this case. Based on the research findings, we proposed two variables―”technology overshooting” and “market constraint” as important factors that drive the disruptive innovation. In addition, we proposed that the emergence of a disruptive product might bring in a new technology ecosystem and thus weaken the previous product evolution path triggered by old component technology in old technology ecosystem. As for the concept generation process, we suggest that “consumer involvement” is not a must in product development process. Furthermore, we proposed two variables―“timing of technology intervention” and “organizational resources” as critical factors that would influence the concept generation results. Practical implications of these results and suggestions to future research are also discussed.