The Operating Model of New Product Developments in the Strategic Alliance ─ A Case Study Based on Taiwan Textiles Industry

• Main Authors: Lee Shu-Yin, 李淑瑛
• Other Authors: Dr.Tsai Su-Lee
• Format: Others
• Language: zh-TW
• Published: 2004
• Online Access: http://ndltd.ncl.edu.tw/handle/64864706640694186204

碩士 === 輔仁大學 === 織品服裝學系 === 92 === Under the severe competition, Taiwan textile’s industry has transformed itself aggressively in developing high value-added products by way of speedily developing diversify products and new materials. Thus, companies formed textile industries, government and research institutions jointly from various types of new product strategic alliance in 2000. However the cooperation would be terminated after the products development completed and leave product sale to the market competition which might affect the intention of further cooperation. Therefore, this study investigates the interaction of alliance process in order to find out a mechanism for long-term strategic alliance cooperation in new products development . This research is qualitative in nature and based on case study on companies who has participated in the new products strategic alliance interviews were conducted to find out the motivation of participated alliance, the factors of selecting partners and job-dividing, types and degree of innovation of the products, the operating model and the key successful or failure factors. The research findings are as below： 1. The new product development is based on small-volume, wide-variety, and consumers-oriented. Therefore, it can be regarded as the interface type products development. 2. The main motivation for participating the alliance is to gain the resource, then to gain complementary professional capabilities. 3. The major concerns for selecting partners in resource complementary are: technique and products development, resource gaining. The concerns for partners compatibility are passion devotion the degree of cooperation. The previous business relationship is the main concern on social capital aspect. 4. In terms of research individual partner job-dividing, the research institute focus primarily on market evaluation, customer’s need study, competitive analysis and concept test. The up-stream artificial fiber factories focus on market evaluation, competitive analysis, concept test. The mid-stream manufactures focus on the conception test. The down-stream marketing channel providers’ focus on concept test, consumers reaction, users testing , markets test or selling in trying period. 5. Research institutes keep complete record for the whole new products development process, its main role is as the agent for communication and coordination. While manufacturers only use oral commitment. 6. The current products competition in the market, customers using habits, and the different perception between up-streams and down-streams cause new products market unable to expand and possible failure in new products development . The research also found out that government seldom traces and does not provide assistance on the promotion after products development. Thus, three to five years following up evaluation of the products development from the government would benefit industries.