企業最重要的目地就是追求成長及獲利，而成長是很重要的，因為只有成長，企業才能創造股東價值。不幸的是，企業的核心事業一旦進入成熟階段後，在追求新的成長舞台時，必須承擔令人卻步的風險。成長的關鍵，在於成為破壞者，而不是被破壞者，新進者對在位者的最佳攻擊方法，就是破壞他們。所謂破壞性創新，指的並不是生產更好的產品，提供給既有市場的顧客，而是做出更簡單、更便利、更便宜的產品，提供給新的顧客層，或是要求不那麼高的顧客群。 在台灣有一家以工業電腦為起家的企業研華公司。根據VDC (Venture Development Corporation)於2001 年4月所作之工業電腦全球市場報告列出全球前五大之工業電腦廠商，包括Radisys、SBS、NI、MERCURY及Kontron在全球工業電腦業界有著相當重要的地位，而研華則是台灣唯一進入全球前五大排行榜。期望透過個案的深入探討和驗証，發掘其成功關連的機制和因素，尤其是在創新部份，如何應用研發中心的機制來完成破壞性創新的目的，不斷地成長。並配合學術上有關「破壞性創新」理論研究，演化出台灣企業應如何進行破壞性創新，才能避開可能的風險，達到成長的目地。 本研究重點試圖從:一、市場機會點，二、競爭對手評估，三、策略考量與執行，四、研發中心的運作等四個構面，探討其間相互影響，並透過研發中心運作機制，來達成破壞性創新成長目的。主要的項目如下: 1. 企業在進行破壞性創新時應如何尋找市場可能機會點? 2. 企業在進行破壞性創新應如何進行競爭對手評估? 2.1 如何找出並定位出不對稱動機? 2.2.如何在大環境中建立不對稱的能力？ 3. 企業該用何種策略來進行破壞性創新？ 4. 企業如何應用研發中心來進行破壞性創新？ 研究以研華的研發中心為例子，來探討破壞性創新與研發中心運作，藉由個案的深入了解與探討，得到以下結論 一、 在破壞性創新中的市場主要客戶是尚未消費者，尚未消費者存在著較大的市場機會點。 二、 破壞性創新專案，必須要由研發中心專職的單位，有紀律的執行力，且必須提早建立商品化及銷售規劃，否則不易成功。 三、 研發中心在執行破壞性創新時，要採用應變型組織研發策略，並慎選計劃主持人，妥善應用政府資源，並和先期投入研發的研宄單位合作。 四、 競爭對手評估中，如何找到其價值主張是最重要的，因價值主張不同而產生不對稱動機及不對稱能力，具有不對稱動機，及不對稱的能力時，則很容易成功。否則寧可選擇利基市場，避開正面競爭，先取得小勝，再累積成大勝 五、 如果公司規模成長到某一種程度，而必須藉助破壞性創新成長時，最好先成立研發中心或是獨立子公司來運作，而研發中心的風險又低於獨立子公司，但需將研發中心從組織獨立出來，並由CEO親自領軍，否則不易成功。 關鍵字: ◆ 破壞性創新 ◆ 研發中心 ◆ Win CE核心平台 ◆ SOC (System On Chip) ◆ 不對稱動機 ◆ 不對稱能力 ◆ 價值網路 / For any enterprise, the most important goal is to pursue growth and profits. Growth is especially significant as it creates more value for shareholders. However, once the core business steps into maturity stage, the enterprise usually has to take stunning risk in creating new growth. The key point to grow is to be a destructor rather than a loser whereas the best way for a newcomer to defeat the current opponents is to destroy them. The destructive innovation I refer to is not better products for present customers but simper, faster, and cheaper products for new or less-demanding customers. This thesis examines the key factor and mechanism to success of an industrial computer company in Taiwan, Advantech Technology. According to a computer market report by Venture Development Corporation in April 2001, the top five industrial computer companies worldwide are Radisys, SBS, NI, MERCURY and Kontron. Among them, Advantech Technology is the only company from Taiwan listed in the top five. Through studying this case carefully, I wish to uncover the main factor to success, particularly in the innovation part, how they use the R&D center to achieve the destructive innovation and constantly make more profits every year. This study analyses the influence from four aspects: 1. market opportunity points, 2. the evaluation of competitors, 3. strategic thinking and execution, 4. the operation of R&D center. Furthermore, it investigates how the R&D center operates with a view to achieving the goal of destructive innovation and growth. The four aspects are further explained as the following: 1. How to seek the market opportunity while developing the destructive innovation ideas? 2. How to evaluate competitors while developing the destructive innovation? 2.1 How to find out and position the asymmetric motivation? 2.2 How to formulate the asymmetric ability in the overall environments? 3. What strategy should take in order to carry out the destructive innovation? 4. How to accomplish the destructive innovation with the aid of R&D Center? I take the R&D Center of Advantech as an example to probe into the destructive innovation and the operation of R&D center. From this case study, I conclude the following points: 1. In the market of destructive innovation, the major customer is those who have not purchased yet. They have larger market opportunity point. 2. The project for destructive innovation must be executed efficiently by a special task force formed within R&D center, and plan its commercialization and marketing strategy earlier; otherwise, it is not easy to succeed. 3. While executing the destructive innovation, the R&D center should adopt a flexible organizational research strategy, choose project manager carefully, take good use of government resources and cooperate with the previous research sectors. 4. While evaluating the competitors, it’s very important to find out their core value because it influences the asymmetric motivation and capability, with which an enterprise is likely to succeed. Otherwise, it is better to choose the niche market, avoid frontal competition, and win little at first and then gradually to a big deal. 5. If an enterprise keep growing to a certain degree and it needs a destructive innovation growth, it is better to have a R&D center or independent subsidiary company to run the project. R&D center has less risk than a subsidiary company, but R&D needs to be independent of the enterprise and overseen by the CEO to ensure its success.

2006年第四季我國行動總用戶數已達2324萬戶，行動上網用戶則達914.7萬戶，其中PHS與3G數據用戶已達462萬戶，首度超過GPRS的用戶，佔整體行動網路用戶比率51％。目前我國行動上網用戶佔行動總用戶數之39.34%，但行動加值服務卻只佔行動通訊業者營收的5%~10%，相較於日本NTT DoCoMo 2006年行動數據服務營收占整體行動通訊營收的29%，我國行動加值服務仍有許多值得開發的市場潛能。 由於國內先前對於行動加值服務相關領域的研究主要集中在市場面與使用者面向的研究為主，較少電信服務業者角度出發，進行服務創新模式與價值網路的研究。因此引發本研究對此研究主題的興趣，希望能透過本研究探討行動加值服務產業的服務創新與價值網路，對電信服務業者提出產業策略建議，進而創造出良性循環的產業發展環境，提昇我國行動加值服務市場的發展。 本研究針對下列問題進行研究：行動加值服務產業是否存在創新模式，這些創新模式有幾種類型？行動加值服務創新模式的創新驅動因子有哪些，這些因子彼此的驅動形式又有哪些？行動加值服務創新驅動模式是否存在產業的價值網路，網路裡的價值交換有哪些形式？如何交換？從創新模式與價值分析的結論中，電信業者能否找到可以協助產業創新和產生良性循環的經營策略？ 進而獲得下列研究結論： 1. 行動加值服務的三構面創新程度愈高，服務創新成果愈佳。 2. 組織調整、通路建置與行銷活動的配合有助於服務構面創新。 3. 行動加值服務創新驅動因子在創新過程中所扮演的角色不同，也影響了創新發展的形式。 4. 行動加值服務產業的價值網路包含電信業者本身、競爭電信業者、使用者、設備供應商、內容供應商、手機通路商、手機製造商等角色。 5. 行動加值服務產業具有良性循環的價值網路。 6. 行動加值服務的價值交換的形式包含經濟價值、整合價值與無性價值交換。 並進而對電信服務業者提出下列方向建議： 1. 電信服務業者與使用者之間。 2. 電信服務業者與服務供應商之間。 3. 電信服務業者與互補廠商之間。 4. 電信服務業者與其他電信服務業者之間。 5. 電信服務業者本身。 關鍵字：行動加值服務、服務創新、創新驅動因子、價值網路、價值交換 / According to the report by NCC (National Communication Commission of Taiwan), the number of mobile subscribers in Taiwan had reached 23.24 million at the end of 2006, and the amount of PHS and 3G subscribers was 4.62 million, which reached more than 51% of the total mobile internet users (9.147 million). As 39.34% mobile subscribers use mobile internet services, only 5~10% revenue of mobile operators came from mobile value-added services. Compared with NTT DoCoMo’s mobile service (which had) contributed 29% of the revenue in 2006, there is still a lot of room for mobile operators in Taiwan to improve their value-added services. Former researches in mobile value-added industry were mostly focused on the market and customer facets, and fewer on service innovation and value network from operator’s view. This research attempts to study service innovation model and value network of mobile value-added services industry, and tries to provide suggestions of industry strategy for telecom operators. In recent years, much research has been focused on customer demand of mobile value-added services industry; few have majored in service innovation and value network from operator’s view. Therefore this research attempts to study service innovation model and value network of mobile value-added services industry, and tries to provide suggestions of industry strategy for telecom operators. The focus of this study is to answer the following research questions: 1. Are there any innovation models in mobile value-added services industry? What patterns of service innovation are there? 2. What actors are there in those innovation patterns? And how about their roles in the innovation processes? 3. Are there any value networks of industry in the mobile value-added services innovation patterns? What categories of values being exchanged are there in the value network? And how do they be exchanged? 4. From the above results, Could telecom operator find out new strategies of services innovation and virtuous circle for mobile value-added services industry, which from results of above researches? The results are concluded as followings: 1. There are positive correlations between innovation degree of the four dimension model and service innovation results. The higher innovation degree of the four dimension model is, the better the service innovation results. The more innovative the four dimension model is, the better the service innovation results. 2. Coordination of organization development, distribution installation and marketing events serves for service innovation. 3. Innovation actors of mobile value-added services, who play different roles in innovation processes cause different innovation patterns. 4. Roles of the value network in mobile value-added services industry include telecom operators and their competitors, mobile users, telecom vendors, content providers, cellular phone distributors and cellular phone manufacturers, etc. 5. These are virtuous circles in the value network of mobile value-added services industry. 6. Exchange items in the value network of mobile value-added services are including economical value, integrated value and intangible value. The exchanges in the value network of mobile value-added services include economical value, integrated value and intangible value. Some further suggestions on strategies are proposed for telecom operator: 1. Telecom operator and mobile users. 2. Telecom operator and content providers. 3. Telecom operator and complementors. 4. Telecom operator and other telecom operators. 5. For telecom operator itself. Key words：Mobile value-added service, service innovation, innovation patterns, value network, value exchange

Evolution of the global economic system has significantly impacted on customer behaviors. The service economy era has accompanied rapid growth of the service industry. This work focuses on service innovation enhancement for cluster SMEs, which play important roles in the global economic system. These SMEs, which have specific knowledge and capabilities, are keys to improving customer service experiences. However, the entire service system has evolved, as have customer behaviors. In addition to understanding how service value is created, interactions between economic, social, and environmental systems during value creation are also crucial for the sustainable development of service industries. For service systems consisting of SMEs, the design of a value network for clustered SMEs still faces huge challenges in finding key value propositions and assessments for value creation. To assess service value, relationships, and customer feedback from both economic and social psychology perspectives, this research proposes a novel service ecosystem for value creation in service dominant logic and customer-driven and imagery-based value network design approach (CIVNDA) grounded in service dominant logic and image theory. The CIVNDA (1) provides a framework for designing and configuring a service value network that can identify the roles and value propositions of each partner; (2) provides a novel service imagery representation to characterize services of businesses from a customer psychological perspective; and (3) generates appropriate partners for specific cooperation goals and service journey designs. Due to the importance of information technology in service innovation, integration, and provision, this research also implements an ICT-based service platform—uVoyage using color image scale and metaphor theory. Tourism is selected as the study industry to evaluate the effects of the CIVNDA and the uVoyage service platform. Interview and focus group results (1) show that four different evolutionary stages of tourism SMEs exist when adapting to the current service economy era; (2) indicate how the CIVNDA and uVoyage platform facilitate value co-creation for tourism SMEs during different evolutionary stages; and (3) demonstrate how the features of service imagery differ from brand images and can be utilized to bridge gaps between product design and customer-driven service design. This research can contribute to our understanding of service system ecology and service value evaluation in service value network designs consisting of SMEs in the tourism, design, cultural, and creativity service industries. The proposed concept of service imagery also guides future innovative research and outcomes of service value network design.