The purpose of this thesis is to investigate factors which influences product launch strategies.

在全球化經濟趨勢下，企業不只可以更廣泛的應用全世界的資源，相對的也必須迎接來自全世界的挑戰。統一企業是台灣傳統企業的代表，在台灣扎根、茁壯並成長，至今已超過40年歷史，其發展也由最初的創業草創期，歷經茁壯期、集團化與國際化時期，發展到今日的全球化時期。在成長的歷程中，面對外部經濟結構以及市場環境的變遷，不只在技術構面上逐漸由技術導向轉變為市場導向，其內部組織架構的整合，也因應著外部環境同步的在調整。 本研究首先將由企業的階段性發展，分析在不同時期下研發單位與事業單位組織架構的演進。再進一步以新產品開發流程及品類管理，探討在食品業這一個快速消費品產業中，面對外部環境變動，消費者需求千奇百怪、日新月異的市場條件下，新產品開發自第三階段－集團化時期，至現今第五階段－全球化時期的階段性轉變。最後以同步工程的概念，討論在新產品開發流程中，最重要的兩個階段－事業單位主導的企劃流程，以及研發單位負責的開發流程之間的互動方式和頻率。 透過本研究討論分析後，可以清楚台灣食品產業隨著外部經濟發展與市場環境變化下的階段性發展歷程，透析在新產品開發流程上的演進、轉變與調整，同時了解研發單位和事業單位之間的互動溝通方式。提供成長中的快速消費品產業中企業，或是同樣面臨市場飽和與消費者需求變化迅速之產業，一個如何因應外部快速變遷的管理方式，以及如何學習並加以改善的新產品開發流程與組織內互動機制。 / Under global economic conditions, corporations could make use of the resources all around the world, but they also have to face the challenges from competitors worldwide. Uni-President is the largest food industry corporation of Taiwan, and it has developed over 40 years, from foundation period, growing period, bloc period, international period to global network period. In the developing process, the technology dimension changes from the technology-oriented approach to the market-oriented approach because of the transformation of external economic structure and marketing environment. of the R&D unit and business unit in different period. And then discuss the periodic transformation from bloc period to global network period with NPD（new product development）process and category management. At the end, discuss the interaction way of planning which the business unit is responsible for and development which the R&D unit is responsible for, the most important stages of NPD process, with concurrent engineering concept. The periodic development of Taiwanese food industry with the external transformations can be clearly understood through this research analysis. The reader could not only realize the evolution, shift and adjustment of NPD process but also the communication way of R&D department and business department, providing a management mode for developing fast moving consumer goods industry that faces pressures from marketing and customer.

Submitted by Mariana Dornelles Vargas (marianadv) on 2015-05-28T19:38:08Z No. of bitstreams: 1 analise_processo.pdf: 4833608 bytes, checksum: 44324b393958b01c87ee362f1bf51872 (MD5) / Made available in DSpace on 2015-05-28T19:38:08Z (GMT). No. of bitstreams: 1 analise_processo.pdf: 4833608 bytes, checksum: 44324b393958b01c87ee362f1bf51872 (MD5) Previous issue date: 2011 / Nenhuma / Este trabalho aborda um estudo de caso efetuado em uma empresa multinacional, do ramo metal mecânico, fabricante de equipamentos de bens de capital destinados à construção e à pavimentação de rodovias. A pesquisa consiste em analisar a condução do processo de desenvolvimento de novos produtos - DNP -, identificar as lacunas e propor melhorias para aumentar a sua eficiência e eficácia. O incremento de eficiência e eficácia permite às empresas a busca pela vantagem competitiva no mercado em que atuam por: i) redução de desperdícios, de custos no produto e processo, e de tempo de lançamento do produto, sendo mais rápido do que o da concorrência; e ii) incremento de tecnologia e maturidade no desenvolvimento de novos produtos. Para que fosse possível avaliar o processo de DNP, estabeleceu-se uma estrutura hierárquica que norteia o referencial teórico apresentado, subdividida em projeto e produto. Com relação a projetos, aborda-se a importância do gerenciamento de projetos organizacional, estabelecendo-se a inter-relação entre gerenciamento de projetos, gestão da mudança e aprendizado organizacional. Com relação a produtos, aborda-se o referencial teórico sobre processos de desenvolvimento de produtos, cujas principais características são apresentadas, bem como sua evolução, desde o processo sequencial até os processos contemporâneos. Esse referencial teórico é de suma importância no estudo deste caso para que seja efetuado o diagnóstico do estado atual do processo de DNP, identificar as lacunas e a fragilidade desse processo, além de propor melhorias para o estado futuro. O método de pesquisa utilizado consiste de pesquisa qualitativa, representada pela aplicação de questionários com perguntas objetivas e descritivas, e execução de reuniões de grupo de foco e observação direta. O período de análise do processo ocorreu entre julho de 2007 e dezembro de 2010. A coleta de dados da pesquisa foi realizada entre julho e dezembro de 2010. Como conclusão, foram evidenciadas 18 oportunidades de melhorias de dimensão estratégica, tácita e operacional, e identificadas 8 perdas no fluxo do processo de DNP. Foram apresentadas sugestões de melhorias para aumento de eficiência e eficicácia no processo. / This paper discusses a case study carried out in a multinational company, industry, metal mechanic, a maker of equipment for capital goods for construction and road paving. It is to examine how it is being conducted the process of new product development, NPD, identify gaps and propose improvements to increase efficiency and effectiveness of that. Increased efficiency and effectiveness of this process allows companies to seek competitive advantage in working for 1) reduction, waste, product and process costs, reduced time for product launch, this faster than the competition, and 2) an increase of technology and maturity in developing new products. To enable it to evaluate a NPD process established a hierarchical structure that guides the theoretical framework presented. This is divided into project and product. With regard to projects is discussed the importance of project management organization which establishes the interrelation between project management, change management and organizational learning. With regard to products is discussed on the theoretical development processes of products, which are arepsentadas their main characteristics and evolution from the sequential processes to contemporary. This important theoretical contribution in the case study to make the diagnosis of the current state of the NPD process, this being identified gaps and weaknesses and propose improvements to the future state. The research methodology consists of qualitative research through the application of questionnaires with objective and descriptive exedcução of focus group meetings and direct observation. The period of analysis of the process is considered from July 2007 to December 2010. The implementation of the research was conducted between July 2010 to December 2010 to collect data. As a conclusion were found 18 opportunities for improvement with a strategic dimension, tacit and operational, identified the eight losses in the flow of the companys NPD process and made suggestions for improvements aimed at increasing their efficiency and effectiveness.