科學技術進步下，產品生命週期不斷縮短，不少企業藉縮短新產品規劃階段以及簡化的前置作業，回應必須快速推出新產品的壓力，但學者研究調查中持續發現，輕忽新產品設計與開發最起始階段是導致新產品失敗的主要原因，因此本研究將研究重點放在新產品開發流程之前段新產品策略與規劃工作上。 本研究將新產品開發流程一切為二，「前段」涵蓋全面發展階段之前的產品構想、初步調查、細部調查等新產品開發階段，「後段」則包括全面發展階段在內的產品測試與確定、全面生產與上市等新產品開發階段，而Cooper(2000)在前段與後段之間設立一個重要的檢核關卡，前段須產出明確的「新產品定義」相當於科技產品之規格，以及「新產品定位」也就是新產品對消費者之訴求重點後才能進入後段流程，因此本研究期望使此重要關卡所需的最後「新產品定義與定位」產出，能是一個周延考慮各面向因素的最佳結果，因此本研究提出之解決方法是納入前段所有需考慮的新產品策略因素以及可行性因素，加以整理並建立「新產品定義與定位評估架構」，提供企業在決定「新產品定義與定位」時能夠透過客觀檢核架構，進行新產品推入市場後成功率的評估，甚至能將之運用在各新產品方案之間的選擇，例如：越符合架構各面向因素的新產品方案，代表較高的產品成功率。 本研究選擇決策中心在台灣的「台灣自有品牌企業」，鎖定產品生命週期短且汰換率高之特性的「手機產品」，並以對企業與市場而言皆為新產品的「智慧型手機」為研究對象；本研究研究目的為希望了解台灣自有品牌手機公司實際進行新產品開發流程的情形，並找出妥善評估「新產品定義與定位」的衡量架構與指標，並進行整體與跨公司之各因素指標權重比較，期望結果可提供台灣自有品牌手機業者一個可遵循的「新產品定義與定位評估架構」以及可了解企業本身對新產品注重之重點的具體新產品管理方法；本研究方法為整合專家訪談、學者文獻和產業研究報告，建立「新產品定義與定位評估架構」，並使用層級分析法(AHP)將架構因素設計成問卷，請五家公司各一位有權決定新產品全面發展與否的高層主管，依據過去新產品專案管理經驗透過因素之兩兩比較，得到各層級之各因素在企業做新產品評估時的權重。 研究結果發現台灣自有品牌手機公司在第一層級指標中首重「新產品市場潛力與需求確認」與「新產品策略發展競爭分析」，並對「新產品技術開發與設計可行性」最不重視；策略夥伴(通路商/電信商)商品趨勢預測、新產品推出市場後的獨特性與優越性、機構與ID(工業)設計能力、新手機專案如期完成，都是第二層最被重視的指標；現有產品線之影響、目標市場銷售成長潛力、功能需求等則為第三層企業評估重點。 本研究相信新產品之表現好壞不僅是上市之行銷企劃結果，更來自於最起始新產品初生時企業所做的規劃階段與前置工作品質，透過「新產品定義與定位評估架構」將專家在做決策時的內隱經驗與知識作架構化，更透過層級分析法(AHP)的量化分析找出各指標權重，以客觀周延架構與具體權重改善決策者過去依主觀經驗決策情形，並提供企業一套有效產出「新產品定義與定位」的思考過程，更可進一步作為最佳成功率方案選擇的新產品管理方法。 / With rapid leaps in technology, product life cycle has been shortened in the past several years. Responding to this change some firms tried to simplify the preceding operation in the planning stage of the new product development process in order to speed up the lead time for launching new product. However some academic researches point out that the fewer firms do in the beginning stage of new product development process, the higher failure risk firms will take finally. For considering the importance of the start stage of new product development process, this thesis focuses on how to plan a new product properly and effectively. This thesis divides the new product development process into two parts. One is the former phase including “discovery stage”, ”scoping stage”, and “build business case stage”. The other is the later phase covering “development stage ”,”testing and validation stage”, and “launch stage ”.The Scholar, Robert G. Cooper(2000) created a method to manage the whole process called “stage－gate”. He mentioned “gate three” played a meaningful role between former and later phase because firms have to make commitment to the new product and put in real resources after former phase. In other words, “gate three” plays a role as a serious gatekeeper to make sure a well-defined and clearly-positioned new product. The definition and position of the new product is the output of former phase and means “gate three”. To have a sound definition and position of the new product, this thesis suggests a framework involved in all factors that are under consideration in former phase. Firms could adopt the framework when they have to create or evaluate a new product. This thesis also suggests that following the framework to evaluate a new product could be more objective and easily-obeyed, and most importantly lower the failure risk of the new product. This thesis takes “Taiwanese own brand company” as the object of study is because it is more feasible to contact with the core of the people who are the decision maker of a new product. Mobile phones are suitable to be the product of the study on account of facing the intense pressure from product life cycle shortened and high changing usage rate. Moreover this thesis chooses a fresh and novel product for consumers and firms, “smart phone”, as the target product. The purpose of this thesis is to know more how “new product development process” being implemented in Taiwanese own brand company, collect the factors considered in the process, and organize all the factors in a hierarchy framework. This framework works as a guidebook to evaluate new product definition and positioning. The method used in this thesis can provide more information such as quantification of importance percentage of some indexes. This study recommends that firms revise and adjust the percentages by comparing each other within five companies separately. To set up “ the new product definition and positioning evaluative framework ”, this research integrates the expert opinions of interviews with professors, academic researches, and industrial research reports. The concept of questionnaire is based on “Analytical Hierarchy Process, AHP” and designed for continually comparing the importance of different two factors for calculating the importance percentage. The people answering questionnaire are the senior managers who are responsible for making final decision and decide a new product is qualified for “gate three” and enter “development stage”. This thesis believes a successful performance of a new product launch is partly based on the marketing communication plan but mainly comes from an entire consideration of new product plan in the beginning of the process. By way of evaluating the definition and positioning of new product with hierarchy framework, helps decision maker to remove subjective opinion and conclude the decision more objectively. The most important contributions of this study are not only transferring latent thinking process to a easily-followed framework and output meaningful quantification importance percentage, but also the percentage can further be used to calculate points for choosing the best-fit new product on the selecting list. The thesis hopes the process of this research method to be a good new product management method and improve the success of new product development effectively.