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    政大機構典藏 > 文學院 > 哲學系 > 期刊論文 >  Item 140.119/118000
    Please use this identifier to cite or link to this item: http://nccur.lib.nccu.edu.tw/handle/140.119/118000


    Title: The Development and Management of Radical Service Innovation: A Case of PChome 24-Hour Online Shopping
    突破式服務創新的發展與管理-以PChome 24小時購物為例(The Development and Management of Radical Service Innovation: A Case of PChome 24-Hour On Line Shopping)
    Authors: 吳豐祥
    Wu), (FS
    吳健鑫
    顏永森
    Contributors: 科管智財所
    Keywords: 服務創新;突破式創新;探試與學習;創新管理;電子商務
    service innovation;radical innovation;probe and learn;innovation management;electronic commerce
    Date: 2017-09
    Issue Date: 2018-06-25 17:33:18 (UTC+8)
    Abstract: 突破式服務創新可以讓企業創造出很大的價值與競爭優勢,然而,過往有關這方面的個案研究在台灣並不多見。本研究即針對此一議題,選擇PChome 的「24小時購物」突破式服務創新,就其發展與管理進行深入探討,主要結論包括:(1)服務業的突破式創新與大部分製造業的突破式創新截然不同,往往是以流程創新為先,在新的顧客互動方式及新的服務系統等「一次到位」之後,才能提供突破式的創新服務;(2)突破式服務創新的歷程,可視為一種探試與學習的過程,在此過程中,無法透過服務原型先行測試,而是透過一連串的探試與學習,最終完成創新服務的全貌;(3)在突破式服務創新發展的初期階段中,面對高度的不確定性,必須仰賴直覺或不斷重複地探試與學習,讓經驗與知識持續地累積,而不適合依照傳統的市場分析方式進行;(4)突破式服務創新較可能從特定的顧客需求中孕育而生,且需等相關的配套系統「一次到位」之後,才會產生;(5)突破式服務創新的價值傳遞方式不僅透過內部的個人、組織、文化及科技傳遞,亦透過外部合作夥伴的配合傳遞。
    Radical service innovation can substantially benefit corporations and give them a competitive advantage. However, few previous studies have investigated these crucial issues in detail. This study explored the development and management of radical service innovation. A case study approach was adopted and PChome 24-hour online shopping was selected as the research subject. The findings revealed that radical innovation in the service sector is completely different from most of that in the manufacturing sector. Process innovation is usually the first priority in the service sector, and radical service innovation can occur only after all new ways of customer interactions and new service subsystems are once in place. Additionally, before the service is launched, the firm cannot prototype the service, and the process of innovation and market development can be seen as a process of probing and learning. Traditionalmarketing research and analysis are thus not suitable during the early stages of new service development. It needs to rely on intuition or probing and learning repeatedly so that the experiences and knowledge can be accumulated. Furthermore, radical service innovationmay emerge from customer requirements, and can only occur after all subsystems, infrastructure, and technological investments are once in place. Finally, the ways of value delivery are not only through the personnel, organization, culture, and technology of a firm, but also through cooperation with partners outside the firm.
    Relation: 產業與管理論壇(Industry and Management Forum), Vol.39, No.3, pp.4-37
    Data Type: article
    DOI 連結: http://dx.doi.org/10.3966/199582342017091903001
    DOI: 10.3966/199582342017091903001
    Appears in Collections:[哲學系] 期刊論文

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