Cette thèse en convention CIFRE entre le LCPI et la société ELM Leblanc (filiale du groupe Bosch en France) s'intitule : « Optimisation des performances d'innovation : Une approche combinant inventivité technique et recherche du succès commercial ».Le travail de recherche effectué porte, d'une part, sur l'analyse des composantes de l'innovation et plus précisément sur l'évaluation de la capacité d'innovation d'une entreprise et, d'autre part, sur la recherche de méthodologies susceptibles de développer cette capacité.Deux pistes, identifiées comme complémentaires, sont retenues et leur impact escompté sur la capacité d'innovation est modélisé dans le cadre d'hypothèses. Il s'agit de la TRIZ et de la Stratégie Océan Bleu. Leur potentiel est ensuite éprouvé dans le cadre d'expérimentations en milieu industriel : la création d'une gamme d'appareil de chauffage hybrides de nouvelle génération. / This industrial PhD Thesis realized in common with LCPI and ELM Leblanc (Bosch group) is entitled: "Optimization of innovation performances: An approach combining technical creativity and research of commercial success".The research work focuses, on the one hand, on the analysis of the characteristics of innovation and more precisely on the assessment of company innovation capacity and, on the other hand, on the inventory of methodolgies which are likely to develop this capacity.Two solutions, identified as complementary, are identified and their assumed impact on innovation capacity is described in the framework of hypothesis. These solutions are TRIZ and Blue Ocean Strategy. Their potential is then tested within experiments in an industrial case: the development of a new generation of hybrid heating appliances.

The goal of thesis is to verify the assumption that the company's strategy constituent elements Blue Ocean Strategy leads to a higher success rate, according to selected criteria. The theoretical part is based on  literature and clarification of terms with which I work. The key pillar is to understand the difference between blue and red oceans. I also explain the strategic management approach compared to the Blue Ocean Strategy. This part is based on literature and expert opinion. The knowledge gained is reflected in the analysis of ten companies. These companies are examined in terms of tools and strategic management using tools Blue Ocean Strategy. Successful companies are further analyzed and observational characteristics of strategies is indicated whether they match the characteristics of the Blue Ocean Strategy and lead to greater company success.

This thesis provides insight to the dynamics that come with the emergence of IoT in the furniture and kitchen manufacturing industry. The study is empirically grounded in an explorative case study that involves interviews with six manufacturing companies in the different industry sectors. The purpose has been to shed light on how incumbent companies adapt and implement IoT and the study highlight product features, aspects and challenges that companies are investigating and dealing with as they set out to work with IoT and connected products. The results indicate that companies are viewing IoT as an enabler that better can respond to customer needs and provide users with new experiences. By implementing the concept of IoT companies are currently evaluating how internal knowledge and skillsets correspond to the new technical requirements that the emerging digital setting outlines and by directing internal research they are learning more about IoT and connected products as they proceed. One current major problem is that there are no open protocols that can connect all products regardless of supplier. Nevertheless, implementation of IoT does not solely involve technical aspects and companies are also faced with the dilemma on how to design and develop corresponding commercial processes. To this point early product implementations have arrived on the consumer markets and the future vision is to achieve full integration that imbeds connectivity and interaction among all products in the home.

Master of Agribusiness / Agricultural Economics / Vincent R. Amanor-Boadu / The rapidly changing economic environment in the Democratic Republic of Congo (DR Congo) offers significant opportunities for businesses. The food and agribusiness sector is one of the major opportunities for growth given that increasing incomes are going to enhance the food and nutrition security needs of an increasing segment of the population. Animal protein in the form of chicken meat and eggs are relatively inexpensive and offer an opportunity for entry and differentiation in a markets located in DR Congo’s largest cities of Kinshasa and Kananga. This thesis uses the case of Z-CO Farm in DR Congo to explore the strategic opportunities for small-scale egg production in a low-income but growing country. Having been in operation for a number of years, Z-CO Farms has been producing chicken eggs for the general consumer market. This thesis explores the opportunity to differentiate the market that Z-CO Farms targets with the view to enhance its competitiveness, expand the market boundaries and create new value for customers that produce significant rewards. The off-take for the project is the creation of Blue Ocean markets for chicken eggs in a market that is increasingly exposed to food safety risks by assuring consumers a safe product. This project, when implemented, would be the first in DR Congo. However, would it be profitable? Under what conditions would it be profitable? We employ three primary methods to answer the foregoing questions. First, we evaluate the literature and the available secondary data. Second, we use an economic and financial model to develop the foundation for conducting the analyses for assessing the feasibility of building a small-scale table egg production system to address the emerging higher income consumers in DR Congo. We draw on the blue ocean strategy eloquently presented by Kim and Mauborgne for insight and guidance in building a unique product and service offering for the identified markets in Kinshasa and Kananga. We assess four strategies: the base scenario of the current market conditions where Z-CO maintains its commodity red ocean engagement in the market; innovating its feeding program for the birds; pursuing a market segmentation program whereby it offers high value food safety value proposition to the middle and upper-middle class of consumers; and a combination of a feed innovation and market segmentation initiative. The results show that while the first two strategies returned a positive net present value (NPV) in Kananga, they failed in Kinshasa. This is because of the level of competition in Kinshasa compared to Kananga as well as the cost of operations in the two locations. The results also show that while the remaining two strategies were profitable in both markets, they offered higher NPV and internal rates of return in Kananga than in Kinshasa. The best outcome in operating in both cities involved the fourth strategy, producing a combined NPV of about $493,867. The principal driver for this superior performance in Kananga is cost of feed. There is, therefore, value in thinking about how to leverage this cost advantage in Kananga to enhance the profitability in Kinshasa because of the population and income advantage in the latter. The study provides insights for the management of Z-CO to pursue their future investment planning and in selecting the locations and size of their operations to maximize their NPV and IRR. It also identifies the principal sources of risks that Z-CO’s management must avoid or effectively manage to achieve their desired business outcomes.

本研究旨在探討臺北縣國民小學學校創新經營實施情況與成效，並分析不同背景變項下，學校創新經營策略運作及實施成效之差異情形，進而瞭解推動學校創新經營的動機、影響學校創新經營之因素與實施學校創新經營遭遇之困難，最後分析學校在推行創新經營所採取之策略，並依結果提出相關建議。 為達上述目的，本研究採用問卷調查法，以「臺北縣國民小學學校創新經營策略之調查問卷」為研究工具，針對2006到2008年InnoSchool獲獎之臺北縣國民小學教育人員為問卷調查研究對象，共寄發出430份問卷，回收有效問卷共347份進行統計分析。此外，亦採取專家訪談法，以「臺北縣國民小學學校創新經營策略之研究」訪談大綱為研究工具，針對2006到2008年InnoSchool獲獎之臺北縣國民小學校長為研究對象進行訪談，共計26位校長，以深入瞭解學校創新經營所運用之策略。 綜合文獻探討與研究結果之發現，歸納可得研究結論如下： 一、臺北縣國民小學學校創新經營策略運作情況屬於良好程度。 二、臺北縣國民小學學校創新經營實施成效屬於良好程度。 三、臺北縣國民小學教育人員在學校創新經營策略運作表現情況，會因性別、學歷、參與方案與否、現任職務的不同而有所差異；在不同服務年資與年齡的教育人員中，其意見頗為一致。 四、臺北縣國民小學教育人員在學校創新經營實施成效知覺程度，因性別、學歷、參與方案與否、現任職務的不同而有所差異；在不同服務年資與年齡的教育人員中，其意見頗為一致。 五、臺北縣國民小學教育人員在學校創新經營策略運作表現情況，會因學校類型、學校歷史、學校位置的不同而有所差異；在不同學校規模的教育人員中，其意見頗為一致。 六、臺北縣國民小學教育人員在學校創新經營實施成效知覺程度，因學校歷史、學校位置有所差異；在不同學校類型與學校規模的教育人員中，其意見頗為一致。 七、促使臺北縣國民小學實施創新經營的動機，以提升學校競爭力為最多。 八、影響臺北縣國民小學實施創新經營的最大因素為校長領導。 九、臺北縣國民小學學校創新經營之最大困難為時間不足、成員參與意願低落及後續經營支援不足。 十、學校運用藍海策略的行動架構時，以消除校園閒置及不適宜空間為最多。 十一、學校運用藍海策略的行動架構時，以降低人員負擔為最多。 十二、學校運用藍海策略的行動架構時，以提升人力為最多。 十三、學校運用藍海策略的行動架構時，以創造學生多元能力為最多。 最後，本研究針對教育行政主管機關、學校與未來研究提出下列建議： 一、教育行政主管機關 （一）可持續推動學校創新經營之競賽與方案。 （二）可持續推動相關政策，以提供學校所須之資源。 二、學校 （一）應持續推動創新經營，並採取適當之策略。 （二）可採取藍海策略的行動架構，以協助學校推動創新經營。 （三）宜提供充裕的時間發展創新，並提升教師參與的意願，以延續學校創新經營。 （四）校長應採取有效的領導方式，以促進學校創新經營的推動。 （五）推動學校創新經營宜以校園環境空間為思考點。 （六）推動學校創新經營應重視人力的提升與素質的培養。 三、未來研究 （一）可擴大研究對象進行調查。 （二）可進一步探討學校創新經營策略運用的成效。 / This research was aimed to investigate the current situations and the effects on school innovation management in Taipei County’s elementary schools, and to analyze the differences between school innovation management strategies and effects in personal variables and school environmental variables. Moreover, the purposes of the research were to understand the motives, influencing factors and the difficulties in school innovation management, and to explore the strategies school adopted during the school innovation management. In order to achieve the purposes of the research, the methods for the research were questionnaire survey and interview. “The questionnaire of school innovation management strategies in Taipei County’s elementary schools” was developed as the research instrument. The samples contained 430 faculties from the InnoSchools in Taipei County from 2006 to 2008. Among them, 347 valid samples were finally collected to be analyzed through the statistical techniques. Furthermore, “The interview outline of school innovation management strategies in Taipei County’s elementary schools” was developed as the research instrument to profoundly examine the school innovation management strategies. The respondents were 26 principals from the InnoSchools in Taipei County from 2006 to 2008. According to the findings of the research, these conclusions were summarized below: 1. The current conditions of school innovation management strategies were good. 2. The current effects of school innovation management were good. 3. The conditions of school innovation management strategies varied significantly from different genders, degrees and positions. Also, participating in InnoSchool or not affected the conditions of school innovation management strategies. But among the faculties from different seniorities and ages, their views on school innovation management strategies were similar. 4. The awareness of effects on school innovation management varied significantly from different genders, degrees and positions. Also, participating in InnoSchool or not affected the awareness of effects on school innovation management strategies. But among the faculties from different seniorities and ages, their views on the effects on school innovation management were similar. 5. The conditions of school innovation management strategies varied significantly from different school types, history and locations. But among the faculties from different school scales, their views on school innovation management strategies were similar. 6. The awareness of effects on school innovation management varied significantly from different school history and locations. But among the faculties from different school types and scales, their views on the effects on school innovation management were similar. 7. The highly motives of school innovation management was to enhance the competitiveness of the school. 8. The key influencing factor in school innovation management was principal’s leadership. 9. The key difficulties in school innovation management were short of time, the willingness of members and the following support. 10. When schools used the four actions framework of Blue Ocean Strategy, the most common strategy was to eliminate vacant space and inappropriate school environment. 11. When schools used the four actions framework of Blue Ocean Strategy, the most common strategy was to reduce the staffs’ burden. 12. When schools used the four actions framework of Blue Ocean Strategy, the most common strategy was to raise human resources. 13. When schools used the four actions framework of Blue Ocean Strategy, the most common strategy was to create students’ multiple abilities. In the end, based on the findings and conclusions of the research, some suggestions were given as below: 1. Suggestions to the educational institutes (1) Promote school innovation management competitions and programs continuously. (2) Promote sustainable policies to provide the resources schools need. 2. Suggestions to schools (1) Promote school innovation management continuously and to take appropriate strategy. (2) Take four action framework of Blue Ocean Strategy to assist schools in promoting the innovative management. (3) Wish to provide sufficient time to develop innovation and enhance the willingness of teachers to participate in order to extend the innovative management. (4) Principals should take effective leadership in order to facilitate the promotion of school innovation management. (5) Carrying out school innovation management should focus on the school environment. (6) School should pay attention to upgrading and training the quality of members. 3. Suggestions to subsequent research (1) The further research may increase the sample numbers to make the results of the research more deducible. (2) The further research can further explore the effectiveness of school innovation management strategies.

近年可攜式電子產品相關產業發展蓬勃，尤其以智慧型手機與平板電腦為代表，其成功有賴於相關系統軟體及配套服務之開發，根據MIC研究單位則指出，未來幾年平板電腦市場發展至2015年預估可超過兩位數之成長率，市場上目前尚處於爆發期。在產品面，除了一般消費者所使用的消費型多媒體平板電腦外，在市場區隔下，尚有一些業者推出具有耐候特性、貼近高移動性需求之半強固型(Semi-Rugged)以及強固型電腦(Rugged)等主打可應付嚴苛工作環境，或是企業相關外勤人員之需求的產品，這些產品的出現則為目前平板電腦的激烈競爭創造一個新藍海市場的機會。 台灣企業主要是以生產代工為起家，但是近年來，台灣的低成本優勢已逐漸被新興市場所取代，加上產業發展成熟後，毛利率持續下探，M公司也是一個為平板電腦代工的ODM/OEM廠商，目前是鎖定非消費型平板電腦的代工為主，本研究也是以該公司的角度來探討如何在瞬息萬變的產業環境下，找出一些方向進行產品的創新，以提高這些代工廠商的獲利能力，並提供相關業者有一可行之參考模式。 至於本研究使用創新理論與藍海策略、使用者需求及價值理論探討等相關文獻進行探討，以形成本研究之研究架構及研究工具的理論基礎來源。另外，研究方法則擬採用個案分析方法之深度訪談法，訪談有關業者如AIDC(Auto Identification & Data Capture)以及系統整合廠商，探討這些產業的廠商對平板電腦有何需求，讓平板電腦的使用能結合該產業現有系統，並進而提升產業的效率。 從研究的結果來看，台灣的ODM/OEM代工廠商似應朝向軟硬整合的方式提供解決方案給客戶，如此一來不但可增加產品的毛利，另方面也可以深耕市場及客戶，另外ODM/OEM廠商必須真正瞭解各個不同產業的客戶需求，瞭解產業的價值缺口，以不同的客製化或者與該產業系統整合者合作來提供符合或超越顧客認知的價值，提高顧客滿意度，當然最重要的還是要增加新技術的研發比重，例如新的材料或是新的元件的開發，在半強固型或者強固型的市場，如何把強固這件事情做好就是一個很大的技術課題，尤其又要做到夠輕薄又是一個很大的挑戰，而且這裡面又有成本的考量，所以ODM/OEM廠商一定要能展現自己的實力才有可能獲的客戶的肯定。最後本研究只是針對AIDC及系統整合的廠商做研究，並不是針對下游的終端使用者做調查，而且各產業的範圍廣大，所以應該可以做更進一步詳細的產品需求的研究，如此才能更清楚的了解市場上的真正情況以做為ODM/OEM的產品需求的開發依據。  關鍵字：平板電腦、創新理論、藍海策略、顧客價值 / In recent years, portable electronic products has rapid grow up, especially for smartphones and tablet PCs. One of the key success factors should depend on the various application software and supporting services that has developed. According to the MIC Research Unit, until 2015 Tablet market will have 2-digits growth rates during the next few years, it’s still in a fulminic growing now. In addition to general consume multimedia tablet for end user, under the market segmentation, there are few tablet brand vendors have launched a serious of product for outdoor usage, high mobility requirements’ Semi-Rugged and Rugged level tablet. Those tablets can be used for critical environment, or product for enterprise outdoor field staff. Compared to the current high competition tablet product, it create a new blue ocean market opportunities. Taiwan IT companies were started from ODM/OEM manufacturer, but in recent years, Taiwan's low-cost advantage has gradually been replaced by emerging markets’ new players, coupled with industry matures, gross margin continued going down, M company is also an ODM/OEM manufacturer for the tablet customers, it’s currently ODM/OEM for non-consumer tablet , this study is based on M company's point of view in a rapidly changing industry environment, to find some direction for product innovation in order to improve these companies’ profitability, and provide a viable industry reference model. For this study, it use of innovative theories and Blue Ocean Strategy and Value Theory of user requirements and other relevant literature to explore, to form the study architecture and the theoretical basis. In addition, this study is using case study analysis method by depth interviews, interviews related industry vendors such as AIDC (Auto Identification & Data Capture) vendor and tablet system integrators to explore what tablet features they need, and these tablet features can be easily combined with their existing systems, and enhance their efficiency. The study results show that Taiwan ODM/OEM manufacturers should integrate hardware and software to provide solutions to their customers, this way not only increase product gross margin, on the other hand can also be cultivating the market and customers, in addition to, ODM/OEM manufacturers must understand the customer requirements in various industries, realize the value for that industry, and to provide different customization or cooperate with the industry’s system integrators to meet or exceed customer perceived value, to improve customer satisfaction. and of course the most important thing is to put more resource to increase the research and development of new technologies, such as new materials or new components of development, for semi-rugged or rugged product, how to do the ruggedize well is not only a big technical issues, particularly but also design light-weight and thin enough to carry out it is also a big challenge, furthermore cost down is another topic should be consideration, so ODM/OEM manufacturer must be able to show their strengths to win customer confidence. Finally, this study is only explore for AIDC vendors and system integrators, not include the end-users, moreover the industries coverage is not enough, so it should be able to make further detailed studies of product requirement, so that it can have more clearly understand the really situation on the market for ODM/OEM manufacturer to development their products. Keywords: Tablet PC, Innovation, Blue Ocean Strategy, Customer Value

The study is a retrospective and summarized the related subjected and jounals of corelations.The accumulated materials and subjects let us understanding the present trend of the bussiness,the strategy,tendency and point of profit that attracts.This study also let us have a view of how International Bussiness Machine(IBM) becomes a leading star in the field of electronic technology bussiness.This study including the analysis of organizatin,porduct,diferent of market,the strategy of market,the service and inventive value.In essentials,the 5 points of successful elements is(1)the high value of bussiness culture,(2)attrative salary and benefits,(3)efficient leadership,(4)invention,(5)decrease the fixed consumtions and costs.The author also want to present the difference between the past and present change in this area of competitions and maturation of the markets.Either the red ocean strategy of market percentage increase or the mainly inventive leading of blue ocean strategy,the leading man should have a view of complete understanding of the changing markets and opportunity at the changing moments.We all know even excellent company will lose to 2nd on time by other competitor.Ultimately,the one who invented the strategy of blue ocean that make up a strong profitable revenue is in commonplace that need our further study.The author of this article want to make dicussions on the competitive invention and new strategy that make the electronic technology a pace ahead the others and make it the out-standing business of the others.

「家」是人類生活的重心，居家影像監控設備的需求來自於家庭用戶想要掌握居家環境安全現況。相對於商業影像監控的應用，居家影像監控設備安裝的複雜度需要較低。因此居家影像監控市場以簡易安裝、遠端監控為主要的發展趨勢。 網路攝影機(IP Camera)具有數位化及網路化的特色，掌握寬頻網路的電信業者積極為影像監控市場創造新興的居家應用情境。許多傳統影像監控產品製造商為因應居家影像監控的潮流，也紛紛推出產品因應。然而電信業者及傳統影像監控業者在居家影像監控的市場都沒有得到很大的成功。個案公司創立於2009年，在2012年所推出的第一代產品，一開始只在網路上銷售，卻在2012、2013席捲美國市場，成為美國居家影像監控產品的第一品牌。 本研究探討之研究問題包括: (一)數位化及網際網路的普及對影像監控產品設計之影響、(二)行動裝置的普及對影像監控產品設計之影響、(三)個案公司提升消費者認知價值之產品創新策略。 本研究採用個案研究方法，首先列出客戶所重視的產品要素，以產品關鍵要素為橫軸客戶對個案產品的認知價值為縱軸描繪出曲線圖，比較個案公司產品與競爭對手的產品價值曲線，可解讀出其策略上的差異點。最後運用藍海策略思維，重塑和創新價值曲線以產生新的策略意義。 本研究發現，數位科技進步及網際網路的普及降低了使用影像監控產品的門檻，因而使居家影像監控產品得以被大量採用。而移動裝置的普及改變了消費者使用影像監控產品的方式，使用者的體驗主要來自於手機App的操作經驗，與過去在個人電腦上的使用經驗完全不同。個案公司以解決使用者痛點作為提升消費者認知價值之產品創新策略，值得居家影像監控業者未來產品規劃參考。 / Home is the center of human life, home video surveillance equipment demand from home users want to master the security status of the home environment. With respect to the commercial video surveillance applications, home video surveillance equipment requires low complexity of the installation. Therefore, the main trend of home video surveillance is easy installation and remote monitoring. IP Camera has digitized and network-oriented features, Internet carriers create new application scenarios for home video surveillance market. Many traditional video surveillance equipment manufacturers to cope with the trend of home video surveillance have also introduced products in response. However, carriers and traditional video surveillance industry in the home video surveillance markets have not been very successful. Founded in 2009, Dropcam Inc. launched the first generation of products in 2012, selling only on the Internet at the beginning, became the top brand of home video surveillance products in United States in 2013. This study try to answer three questions: (1) The popularity of digital technology and the Internet's impact on the design of video surveillance products, (2) The impact of the popularity of mobile devices on the design of video surveillance products, (3) Dropcam’s product innovation strategy to enhance consumer perceived value of the product. This study used a case study approach. Comparing the product value curve of Dropcam's products and its competitor’s product can interpret difference of strategy. Finally, the use of blue ocean strategy thinking, remodeling and innovation to create a new value curve strategic importance. The study found that the popularity of digital technology and the Internet's progress reducing the threshold to use of video surveillance products, thus making home video surveillance products to be widely adopted. The popularity of mobile devices has changed the way consumers use video surveillance products. Dropcam to resolve user’s pain points to enhance consumer awareness of the value of a product. It is worth for coming home video surveillance maker’s reference.

The thesis is a proposal of a business plan for the establishment of private nursery school in the Czech Budweis. Private nursery school shall be established as a limited liability company. The business plan is based on market needs, analysis of the market and the local market, which is characterized by excess demand for the services of pre-school education of their existing capacities. Feasibility and viability is based organizational, marketing and financial plan mainly. Own market space, where competition is eliminated from the game captures the Blue Ocean Strategy.

The last couple of years the interest of consumers for environmental products has grown. This development has resulted in new and innovative product and markets. One of these markets is the Renewable energy system (RES) market for the home consumers. The RES can be divided into Solar panels and Urban Wind Turbines (UWT), in which Solar panels are the most adopted by the consumers, but why? The most applicable system is depending on the location and environment for which UWT might be more interesting in some situations. This resulted in the research question of; ‘Why are the Urban windmills not yet adopted within the private consumer market with respect to the financial issues and the Green social status?’. The research is done for the company, Kaffee Engineering, a young innovative company in the Netherlands. Kaffee Engineering is in possession of a design of a UWT but doesn’t know how to put it into the market. The research is there to use for Kaffee Engineering to develop a strategy to innovate its product. The research is an exploratory, quantitative, applied and deductive research. In this the literature is used to create and examine a survey which is hold under the possible market group. Theories such as the Blue Ocean Stategy, Green Consumerism, and Value proposition are used to create the survey and to analyse the data. The sample group is living in North and South-Holland since this is an area where the product could be well implemented and has to be a house owner or an almost house owner. This since the average wind in this area is high and the product can be seen as an investment for the house. The total sample size of the survey is set to 68 participants to get sufficient data. The Survey shows that a market opening for the UWT is to develop a low costs and easy maintained product in which the looks are not very important. As a recommendation more research can be done in the investment options and new revenue models to create an even better Blue Ocean.