由於全球化時代的來臨，企業無不善用全球的人才與資源，以提升自我的競爭力，增加企業發展的契機。為了加速企業發展速度，越來越多企業透過購併模式，快速結合不同公司的人才與資源，提升自我的競爭力。但在購併的過程中，如何有效整合不同公司的人才與資源，就變成一個很重要發展課題。 在整合不同的公司過程中，除了外在的人才與資源整合外，內在各公司間核心知識的整合與應用更為重要。透過PLM（Product Lifecycle Management）系統平台，可以實踐整合外在的人才與資源，更可以進一步整合各公司間的核心知識，進而產生各項應用與回饋。 本研究由相關文獻探討，藉由企業購併、知識管理和資訊系統整合之概念，推展出以「組織」、 「流程」和「資料」三個構面的研究架構，透過跨公司 PLM 系統整併實際案例，整理出一PLM系統平台運作方式，探討企業產品生命週期管理系統整合發展之影響因子。 由個案分析與研究發現得出研究結論如下: 研究結論1： 企業間進行產品生命週期管理系統整合前，具有RD 開發和 IT 技術專業背景之A型人才擔任此整合專案規劃和執行者，是導入成功的關鍵考量因素。 研究結論2： 企業間進行產品生命週期管理系統整合時，高層主管在專案中的有力支持與表達、良好的溝通、良好完整的教育訓練與技術轉移計畫，是成功的關鍵做法。 研究結論3： 企業間進行產品生命週期管理系統整合時，做好完整的Legacy Data Migration和以流程再造／創新的態度，將不合理流程一併進行調整與改善，是成功的關鍵做法。 研究結論4：企業間進行產品生命週期管理系統整合後，使用該單一、公開、共用的資訊流程平台，有助於新產品之開發時程縮短和開發成本降低。 關鍵字: 知識管理，產品生命週期，系統整合，PLM / Since the advent of the era of globalization, companies take advantage of are all use of personnel and resources of the world, to enhance its competitiveness and to increase opportunities for enterprise growing up. In order to accelerate the pace of enterprise enlargement, more and more companies are through M&A mode, quickly combining different company's talents and resources to enhance its competitiveness. But in the process of acquisition, how to effectively integrate the talents and resources of different companies becomes a very important studying. In addition to the integration of external talents and resources, the inner core between each company in the integration and application of knowledge is more important, in the process of integrating different companies. It can integrate the external talent and resources via PLM (Product Lifecycle Management) system platform operation. And even to the core knowledge among the companies to reproduce various applications and feedback. Case study analysis & findings conclude as bellows: Conclusions 1: Planning phase, before inter-enterprise PLM systems integration, a high position, both RD engineering and IT professional skill background, A-type talent as this integrated project owner of planning and implementation, is the key to the success of the considerations. Conclusions 2: Execution phase, during inter-enterprise PLM systems integration, the strong support for the project from the executives, a well communication and a comprehensive training & technology transfer programs are the keys to success. Conclusions 3: Execution phase, during inter-enterprise PLM system integration, it is critical to have a full span Legacy data migration and to adjust/improve the unreasonable the process with process reengineering/process innovative attitude. Conclusions 4: Sustaining phase, after inter-enterprise PLM system integration, the use of the unique, opened platform for information sharing, contributes to the shortening of the develoemnt schedule and the reducing materials costs on new products development. Keywords: knowledge management, product life-cycle, systems integration, PLM

自從智慧型手機普及以來，儼然已經成為每個人生活的必需品。根據資策會的報告，2014年臺灣智慧型手機的普及率已達65.4%，且每年都快速地攀升。正因為有如此龐大的需求和商機，智慧型手機廠商不斷地針對產品進行升級，提升產品的技術規格、增加許多令人眼睛為之一亮的創新功能、改善外型款式讓手機更加新潮時尚⋯⋯，也因為智慧型手機市場有如此多的選擇，消費者越來越容易產生產品過時恐懼，導致智慧型手機的平均換機時間越來越短，不再像以往一樣使用到損壞為止。 本研究即以智慧型手機為例，透過文獻回顧擬定假說後，再以實證資料分析新奇追求、從眾行為及獨特性需求三種消費者行為特性對產品過時恐懼的影響；產品過時恐懼對消費者智慧型手機相對持有時間比的影響；新奇追求及相對持有時間比對智慧型手機產品升級意願的影響，以及相對持有時間比對智慧型手機品牌面置換決策（再購買意願、轉換意願）的影響。 本研究所得到之研究結論如下： 1. 新奇追求、從眾行為及獨特性需求越強，皆會使消費者心理性過時恐懼越強 2. 消費者的從眾行為越強，其經濟性過時恐懼越強 3. 心理性過時恐懼及技術性過時恐懼越強會使相對持有時間比越大 4. 消費者的新奇追求程度越高，則產品升級意願越高 5. 消費者的相對持有時間比越大，則產品升級意願也越高

當行動裝置逐漸取代傳統電腦成為連結到網路世界的主要途徑後，反映出的就是app市場的急劇成長。如同以往建構網頁開啟企業網路溝通的通道，現在的行銷人員則是利用app來創造一個新的品牌溝通管道（brand communication channel），即所謂的「品牌app（Branded app）」。縱覽過去學術界對品牌app的相關研究，本研究發現過去品牌app的內容分析偏重於介面部分，忽略了內容面；研究主題也聚焦於單一產業的品牌app，缺乏綜觀性的角度。 因此，本研究以96個在台灣上市的品牌app（包含消耗品／耐久品／服務三種產品類別）為樣本進行內容分析，同時以介面功能（事先允許、導航、客製化、回饋、平台串聯與線上線下串聯）與推廣內容（廣告、公共關係、促銷與直效行銷）兩個角度切入研究。結果發現不同產品類別的品牌在介面功能的設計上並無差異存在；推廣內容上則發現服務類的品牌app相較於消耗品類呈現較多的「產品資訊」與「線上購買」這兩類內容。此外，本研究也發現消耗品與耐久品類的app傾向推出娛樂型的app，而服務類型的則多推出實用型的app。

本研究係以全球科技大廠 – 惠普科技(Hewlett-Packard)中之「家用多功能印表機」產品為例，探討消費者「購買行為」(消費動機、購買考慮因素)、「產品知覺品質」與「顧客滿意度」及「顧客忠誠度」之關係及影響因素，希望能提供惠普科技在後續產品規劃、行銷策略與品牌形象經營之參考。 本研究採量化-「問卷調查法」與質化-「焦點團體訪談法」之方式進行研究；量化調查方面，共取得300份有效問卷，並運用敘述性統計、t檢定、單因子變異數分析（one-way ANOVA）、Pearson相關分析法、迴歸分析法，將資料進行統計分析及獲得假設驗證；質化研究方面，採用焦點團體訪談法，藉由訪談已購買及使用該產品超過一年之消費者，探索研究對象之消費者使用經驗、品牌形象與未被滿足的需求。 本研究的研究結果如下： 一、性別、年齡、個人平均月所得不同的消費者，對HP家用多功能印表機之購買行為的購買考慮因素中，確實存有差異性。 二、購買行為(消費動機、購買考慮因素)與顧客滿意度、顧客忠誠度間具顯著相關性。 三、產品知覺品質與顧客滿意度、顧客忠誠度間具顯著相關性。 四、顧客滿意度與顧客忠誠度具顯著正向關係。 五、經由質化研究，惠普科技(Hewlett-Packard)及其家用多功能印表機在消費者心中的品牌形象是正向的。 針對惠普科技(Hewlett-Packard)提出行銷策略建議： (1) 產品面：建議業者更加加強產品行銷策略，特別是針對產品口碑、品牌、品質及功能…等部份。 (2) 服務面：加強產品的教育訓練以及提升賣場人員對HP品牌的忠誠度、提高產品售後服務保固年限，在國內設置消費者聯絡窗口…等。 (3)就品牌形象：目前惠普科技(Hewlett-Packard)給消費者的感覺已非常正面，也 擁有高知名度，建議保持並更加加強HP品牌在消費者心目中的良好形象。 關鍵字：購買行為、產品知覺品質、顧客滿意度、顧客忠誠度 *關於惠普(Hewlett-Packard)： HP惠普總公司位於美國加州Palo Alto，由Mark Hurd擔任董事長暨執行長，於全球超過170個國家設有服務據點，擁有151,000名以上的員工。2008年全球營收總額逾1183億美元，為財星雜誌(Fortune)評選500大企業中排名11之跨國性企業體。 / In this research, a case study is conducted for the consumer multi-functional printer products of the global market leader, i.e. Hewlett-Packard in order to investigate how consumer buying behavior and perceived quality influence customer satisfaction and customer loyalty. The result is expected to be a point of reference for HP to develop its product roadmap, marketing strategy, and brand image in the future. This research adopts both quantitative and qualitative approaches. In terms of quantitative approach, 300 effective questionnaires are obtained for statistical analysis where a few statistical methodologies such as Descriptive statistic, t-test, one-way ANOVA, Pearson correlation analysis, Regression are utilized to verify the hypothesis and assumptions. As to qualitative approach, Focus Group is employed where the people with over one year experience in using the products are interviewed in efforts to explore consumer experience, brand image, and unsatisfactory customer needs. The result of this research shows: 1. Interviewees with different sex, age, and income show significant differences when they consider purchasing the products. 2. Buying behavior has a dramatic correlation with customer satisfaction and customer loyalty. 3. There is an obvious correlation with customer satisfaction, customer loyalty on perceived quality. 4. Customer satisfaction and customer loyalty have a positive relationship. 5. Through the qualitative research, HP brand and its multi-functional printers have a positive brand image on consumer. Hereafter are the suggestions for HP to develop the marketing strategy onwards: 1.Product: enhance product marketing strategy in particular in brand image, quality, and functionality, etc. 2.Service: organize channel training programs in order to increase brand loyalty and extend the period of after services as well as establish direct contact window in Taiwan. 3.Brand image: nowadays HP has a positive impression on consumer with its high brand recognition. Advise to maintain and even strengthen the customer relationship.

台灣高科技公司一直以來，在OEM/ODM領域有卓越的表現，隨著毛利逐步被壓縮之際，越來越多的我國廠商終於認知到，透過自有品牌（OBM）的建立是提升企業價值很重要的方式。但是，若要由OEM/ODM 跨入OBM，台灣廠商最缺乏的莫過於對「市場知識」的了解。本研究藉由對神達公司（近幾年內自有品牌Mio掌上型電腦/PDA上快速發展至全球前三大）的深入個案研究，探討「市場知識」的產生與能力建構之議題，並得到以下結論： 1、市場知識的來源似乎是很多元的;而對於剛採自有品牌策略之廠商的初期階段來說，似乎是較不完整的。 2、從事代工為主要業務型態的廠商，轉向發展自有品牌初期時，影響其市場知識來源的因素，受到內部因素(組織既有核心能力)影響及牽制的成分較多。 3、從事代工為主要業務型態的廠商，轉向發展自有品牌初期時，對其在取得完整市場知識的思考與運作上有所阻礙。儘管如此，組織既有核心能力對其所需要的部份市場知識仍有所助益。 4、企業在發展自有品牌的過程中，在取得市場知識與建構市場知識能力上似乎展現出「學習」的歷程。而在市場知識能力與行銷能力的建構上似乎又與高階主管的態度以及組織相關的管理有關。 5、除了本研究將「市場知識」定義為「關於顧客與競爭者的有系統、有意義且有用之知識」。從個案中發現，市場知識除了顧客與競爭者之外，其他環境因素也相當重要，例如政府的管制、社會文化的趨勢、科技的改變的趨勢等。 6、台灣資訊硬體製造能力，若能結合數位內容的創意，透過軟體與硬體的結合，似乎能創造更有價值和差異化的產品並創造更大的競爭優勢。 / Most of the high-tech corporations of Taiwan have remarkable performances in the OEM/ODM fields. Due to the compressing gross profit, more and more corporations realize that building own brand is a very important way to promote the enterprise value. However, if they want to make strides from OEM/ODM to OBM, the most deficient thing is the understanding of “Market Knowledge”. Through the case study of “MITAC international corp.”, we discuss the issue of the creation and the construction of ability of “Market Knowledge” and obtain the following conclusions. 1、The sources of “Market Knowledge” are diversified and they can be obtained by many different ways. For the new entered corporations in the OBM field, their sources of “Market Knowledge” are less complete at the initial period stage. 2、At the initial period stage of the OEM/ODM corporations in transformation to OBM, the factors which affect the sources of “Market Knowledge” are more affected and limited by the internal factors: the “Organizational Core Capabilities”. 3、At the initial period stage of the OEM/ODM corporations in transformation to OBM, they have the hindrance of the thinking and operation of obtaining the complete “Market Knowledge”. But, the “Organizational Core Capabilities” still can give some help in getting partial “Market Knowledge”. 4、In the process of obtaining “Market Knowledge” and establishing “Market Knowledge Capabilities”, there seems to be having some processes of “Learning”. And at the part of establishing “Market Knowledge Capabilities” and “Marketing Capabilities”, there seems to be having relationships with the senior managers’ attitudes and organizational management. 5、In this research, we define the meaning of “Market Knowledge” as the systematical, meaningful and useful knowledge which is about the customers and competitors. But from the case study, we find that “Market Knowledge” is not only about the customers and competitors, other environment reasons also have important impacts on it: the restrain of the government, the tendency of the society culture and the changes of technology. 6、If the OEM/ODM corporations can combine their hardware manufacturing capability with some contents of software, it seems a good way to them to create more values, more diversified products and more competition advantages.

在台灣數位遊戲產業規模呈現持續成長之際，隨著產業環境的變遷，卻也面臨許多的挑戰，如代理產品比例過高、遊戲研發人才不足、市場規模有限等。近年來，國內遊戲軟體業者紛紛進軍大陸，因此，本研究透過個案研究與深入訪談，探討國內四家遊戲廠商赴大陸投資動機、地點選擇、新產品開發兩岸分工模式，並比較兩岸遊戲研發人才之優劣，及大陸研發人才之任用與訓練等議題，得到發現如下： 一、台灣遊戲廠商赴大陸投資動機 (一)台灣遊戲廠商赴大陸投資的主要動機在於大陸遊戲市場的興起，其次為人力成本與取得的考量。 (二)大陸投資據點的選擇以遊戲研發人才取得容易為主要考量。 二、遊戲新產品開發策略 (一)遊戲軟體新產品的開發朝向網路多人使用化及多平台化發展。 (二)遊戲的開發組成專案團隊進行，遊戲企劃扮演靈魂人物角色。 三、兩岸分工模式 不同的公司，採用不同的分工方式： (一)採用兩岸水平分工者，依遊戲產品分類，各產品分別於兩岸研發；兩岸人員的交流主要來自於公司的正式會議。 (二)採取兩岸垂直分工者，將遊戲開發中美術的部份由大陸製作。 (三)兩岸遊戲研發人才比較：台灣的遊戲企劃優於大陸，美術設計兩岸各有專長，程式撰寫兩岸程度相差無幾。 四、大陸子公司人員任用與訓練控制機制 (一)大陸分公司之高階主管，偏好不當地化，主要派遣台籍幹部。 (二)減少研發人員的流動，提供內部升遷管道。 五、大陸投資動機與兩岸分工方式對於新產品開發之影響 (一)大陸投資主要動機影響遊戲新產品研發類型，主要動機為市場因素者著重於線上遊戲的研發，成本因素者另著重於電視遊樂器遊戲之研發。 (二)兩岸分工方式影響遊戲開發團隊專業成員的佈置，水平分工者，兩岸皆擁有完整的研發團隊，垂直分工者，研發團隊重心放在台灣。 / Taiwan's digital game industry faces a lot of challenges when they try to grow up. For example, there are too many imported products, short of research & development (R&D) manpower and the limited market scale. In recent years, many domestic companies move their factories to China. The purpose of this research is to find out the industrial firms’motive,location choice, new products development in Taiwan and China,to compare the R&D manpower between Taiwan and China,to understand how they employ the staff and design the training program, etc. The study selected four major Taiwanese game software companies as research subjects for case studies in depth. Preliminary research findings are as follows: I.The motive of Taiwanese game software companies invested in China: 1.The main motive to invest in China is the marketing raising. The second consideration is human resources and availabilities. 2.The choice of location is based on obtaining R&D manpower easily. II.New products development strategy: 1.The new game toward to multi-user and multi-platform on the network. 2.Forming project team for each new products development. III.The division of labor between Taiwan and China. Different company has way of division: 1.If the company adopts horizontal division way, it conducts R&D for different products separately between Taiwan and China. The communication between Taiwan and China is implemented through the company's formal meetings. 2.If the company adopts vertical division way,its drawing or artistic design of game production process is completed in China. 3.Compare the R&D manpower between Taiwan China:the game planning of Taiwan is superior to China, the artistic design each have specialty,the program writing degree is very nearly the same. IV.The employment and training in China subsidiary company: 1.The China subsidiary company prefers assigned its executive to be from Taiwan instead of local people. 2.To prevent the research staff from losing,the company provides the internal promotion system to local people. V.The impact of Investment motive and the division of labor between Taiwan and China on new product development. 1.The main motive influences the new products development. With a motive on local market,the firm will focus on the on-line games development; with a motive on cost consideration,the firm will focus on the TV games development. 2.The division of labor between Taiwan and China influences the allocation of R&D manpower. If the company adopts horizontal division way, it will have complete R&D team in both Taiwan and China. If the company adopts vertical division way, it will place its R&D center in Taiwan.

面臨來自中國、越南廉價鞋品及國外鞋品業者高品牌知名度的威脅，台灣的鞋品零售業者除了在品質上力求精進外，開始逐漸轉型走向OBM（Original Brand Manufacture），企圖尋找相關的策略來因應來自國外的競爭。而在企業經營中，新產品開發的成功代表著獲利來源及取得競爭優勢的要項。鞋品零售產業屬於流行時尚業的一環，面對消費者快速多變、個性化的需求，如何從市場調查中精準的掌握消費者流行喜好及潛在需求，是業者進行鞋品開發時的一大考驗。 本研究採個案研究法，首先針對鞋品零售產業之經營環境進行檢視，並透過訪談與實地觀察，分析位於該產業龍頭的個案公司是如何透過導入門市服務創新—「鞋品e學專家服務系統」來精確掌握消費者需求變動，協助開發符合消費者需求之鞋品。本研究從兩個面向進行探討，其一先針對個案公司既有之新產品開發模式進行分析，接著探討導入服務創新後的新產品開發模式，並將兩模式進行比較，討論其中相異之處。最後，透過導入服務創新後之個案公司績效，以瞭解該模式所帶來之效益。 本研究期望探討個案公司係如何透過提供服務創新來改善其新產品開發模式，並提出一概念模式給台灣的業者參考。透過該模式，除了加強對消費者需求的掌握度外，更期許業者能瞭解如何提升鞋品的附加價值及經營績效，進而轉型至服務型精緻鞋業，提高國內鞋品零售廠商的競爭優勢。 / Nowadays, the Taiwanese footwear retail industry is facing two direct challenges: the low price footwear imported by Chinese and Vietnamese competitors, and also the dominant branding and marketing power of American and European leading players. In order to stay in the game, besides continuing improve the quality of footwear, the Taiwanese footwear retailers also starting to engaged with the strategy of OBM(Original Brand Manufacture), hoping to confront with the oversea competitors. On the other hand, a successful New Product Development(NPD) means the potential of gaining revenue and acquiring competition advantages. As one members of the fashion industry, the footwear retail industry also facing the rapid change in consumer demand, how to accurately grasp the needs and potential demand from the market remains a difficult task for all retailers. This thesis uses Case Study method. Firstly, the thesis surveyed the business environment of the footwear industry. Secondly, through interviews and field observations, the thesis analyzed the case company, to see how the company accurately grasps the demand of consumers by importing an innovative service system- Footwear E Expert Service System, and examined how this system helps the company to improve the NPD process. The analysis is divided into two aspects. One is the analysis of the traditional NPD model; another part is the analysis of the new NPD model after importing the new innovative service. Then these two models would be compared and discussed. Finally, the thesis analyzed the performance of the case company after the implementation of the system. The goal of this thesis is to examine how the case company improves its NPD model by importing the new service system, and hoping to provide a novel concept for the Taiwanese footwear retailers. In addition to NPD, this study also provides an example of enterprise transformation for the retailers from the traditional service model to tailor-made service model, and allows them to understand how to increase the added value and operating performance through the implementation of innovative service.

台灣自從1997年開放行動電話通訊業務並於2002年開放3G行動業務後，使得手持裝置與動通訊業務蓬勃發展，行動電話普及率於2003年曾經創下世界第一的紀錄，代表著台灣消費者已經接受行動通訊成為生活中的重要環節；隨著個人生活與商業型態的發展，消費者僅用一個門號已經漸漸不敷使用，多門號使用的需要，逐漸成為數位生活裡的新需求。此外，隨著消費者開始普遍地接受智慧型手持裝置在生活的上帶來的便利，智慧型手機的普及率也在這幾年持續快速的增長，利用智慧型手機的擴充方便性，加上對於多門號使用的需要，便衍生出所謂的智慧型手機多門號的衍生性產品的發展。 過去探討創新商品多主要以產品的相對優勢為重心，但是創新產品的擴散還與資訊搜尋、道德危機與專屬資產3大因素有深遠的關係；此外，創新產品在導入一個市場的過程當中，還需要經過通路零售商，才能到達消費者的手中，中間過程當中通路零售商便有舉足輕重的影響力。本研究以台灣智慧型手機消費者為研究範圍，以4C交易成本為主要理論，從消費者的觀點與不同面向，輔以分析通路零售商的關係與影響力，來探討創新產品的進入一個市場的行銷策略。 最後，透過實際個案資料的彙整與關鍵價值鏈中重要角色的深入訪談，分析在該競爭環境之下，除了如何調整行銷策略使消費者更加容易採納之外，並使公司與競爭者相比能擬定出更具競爭優勢的策略規劃。面對未來創新產品開發與利基市場的經營，相信後續之研究可以利用本研究結果為基礎，進行更進一步、更廣泛、更深入的專研。 / Taiwan government, in 1997, releases the license of telecommunication business and enables 3G mobile business in 2002, it has made handheld devices and mobile communications business to flourish. Telecommunication penetration rate hit the record of 1st in the world in 2003, which represents that Taiwanese consumers have accepted the mobile communication and it has become an important part of life. According to the change of personal life and business patterns, consumer with single mobile number has become gradually inadequate. The need for multiple numbers has gradually become the new demand of digital life. In addition, as consumers generally begin to accept the smart handheld device convenience in their life, smart phone penetration also kept rapid growth in the past few years. Make use of the expansibility of smart phone and the need of multiple mobile numbers, it nurtures the development of the so-called smart phone multi-number derivative products. The analysis of innovative product focuses on the comparative advantage. It’s not enough. The diffusion of innovative product has involved other 3 factors, including information search, moral hazard, and asset specificity. Besides, in enabling one innovative product into a market, consumer has to digest the information of the product through distributor and retailer. In the process, Distributor and retailer play the significant role to have the influence on the purchasing. Based on the case study of company A and significant data through interviews with key players in the value chain, this thesis is going to analyze the status of competition of the product and company among competitors. By the analysis, it’s able to figure out the proper strategy, not only encourage consumer to adopt the product, but also secures the vantage position in the market. Hope the thesis can become a good reference to benefit other searchers in the development of innovative product and the approaching of niche market.

探討一家以利基產品為導向的網通公司，在利基產品的策略架構下以產品差異化爲起點，進而踏入行銷差異化、服務差異化並同時思考培養有別於技術與產品等硬體之外的軟實力推演出全球在地化的行銷策略以解決公司經營上面臨的困境讓公司有機會邁向永續經營的境界。

國外大廠下單、台灣公司ODM設計製造這樣的模式在近十幾年在不同的消費性電子產包含手機、電視機上盒及筆記型電腦等等為台灣創造了驚人的產值。過去比較常見的方式是由國外大廠定規格，而由台灣公司設計產品，但因為上市時機 ( Time to Market ) 的壓力，國外大廠愈來愈願意分享客戶及技術上的資訊與台灣公司建立伙伴關係，利用協同設計的方式來加速產品的設計開發。 本研究即透過個案研究的方式去了解國外的手機品牌大廠如何與台灣ODM公司協同開發新產品及如何去進行跨公司的專案管理。本研究發現包含： 一、在協同設計方面 1. 技術開發的不確定性會影響協同設計合作模式選擇及國外大廠所投入的資源多寡，當技術開發的不確定性愈高，則雙方協同設計合作會愈加密切；若技術不確定性低，則國外大廠在協同合作上所需投入的資源會較少。 2. 在進行協同合作前，企業會有完整的前置動作進行伙伴評估及選擇。 二、在新產品開發流程及管理上 1. 架構性的開發流程有助於協同開發伙伴雙方彼此了解開發現況及完成協同開發工作。 2. 企業內部雖講求以市場需求為導向的專案開發，但其新產品開發流程設計上，消費者對產品的回饋常未能在設計早期被納入評估。 3. 完整的新產品開發流程會考量保持適度的彈性而不致於僵化。 4. DFSS流程與既有流程的整合有利於DFSS的推行。 三、在上下游溝通模式及媒介上 5. 在協同開發模式下，上下游溝通模式的選擇同時考慮內部技術的保護與外部資訊分享。 6. 有效的資訊及溝通科技是達成成功協同開發的重要因素。 / Due to the decrease of market price of cell phones and reduction of product life cycle, more and more branded cell phone companies seek ODM vendors to develop new products. In order to speed up the develop time of new product and leverage experiences from branded companies to ODM vendors, product development collaboration present a common way in this industry. However, product development collaboration cross companies bring more challenges over in-house design. The object of this research is to introduce how a global branded company to collaborate with ODM companies. The paper cites the different kinds of collaboration and new product development (NPD) process cross companies from case study. In order to integrate ODM companies into NPD, the global branded company should overcome the barriers as the unmatched NPD process of counterparts and the limitation of communication due to the far locations of companies. The following aspects were analysed to understand the collaboration: the NPD process under collaboration condition, the project management over companies, and the communication medium used for inside and outside communication. The result of the study shows global branded companies effectively use internal resources by implementing flexible NPD process for different kind of collaborations Various information and communication technology (ICT) can reduce the barriers of communication cross companies.