~ ~ ITRI Creativity Laboratory

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2 ~ ~ ITRI Creativity Laboratory

3 2007/1 2001/1 1998/9 1996/2 1994/8 1986/8 //Group Leader 2002/4 2003/12 ITIS / ITIS / Value Explorer/ / /, Leader 3

4 (2002~) (2002) (2004) (2004)(2005~) (2006) (2008~2009) (EABO) (2009) - (2010) (2005~2008) (2009~2010) (2010) (2009) (2009~2010) (2010) ~ (2009) : ~ Qualcom CNSBG (2005~ ) (2007~ ) (2008~)

5 (2002~) / BP DDI,, EMBA, EMBA,EMBA, EMBA, > 1200,,

6 成長歷程清大化工(博) 成大化工/研北一女中排球隊長合唱淡江中學三芝國小排球隊長合唱團排球隊排球隊長合唱團leader 救護團副團長工研院排球隊長網球隊長羽球隊合唱團田徑隊中華野鳥學會義工高爾夫球隊總幹事開始學習當農夫的幫手,希望退休可以過耕讀的生活參加世界公民社的Ph.D College, 希望加強英文能力及國際影響力 6

7 = = Make a Change 7

8 = 1x1x11 1.1x1.1x x0.9x0.9 8

9 ~ 9

10 / ~~ 10

11 IBM 11

12 IBM 12

13 IBM 13

14 IBM 14

15 / /NPO/ /NPO/ / / () (hope) (pain) (needs) (fun) () : -, 15

16 // / (Innovation Network) : 16

17 x x = (Creativity) x (Customer Value) x (Implementation) = Innovation 17

18 ~NSDB 18

19 NSDB NSDB (Needs) (Solution) (Differentiation) (Benefits) (N) (S) (D) (B) N-S-D-B : 19

20 20

21 NSDB Needs Solution Differentiation Benefits :,SRI 21

22 NSDB (1) N Important Customer/Client/Market Needs?? S Compelling Solution? : 22

23 D Superior Differentiation NSDB (2)??? B Maximum Customer Benefits? :? : 23

24 NSDB~ 106? Solution? 24

25 NSDB~ 106 Need : Solution +.. Differentiation: Benefit 25

26 NSDB ~? : 1010,

27 NSDB Need : Differentiation Knowhow Benefit 27

28 :

29 NSDB~ / // : 29

30 NSDB 12 了了 (Need) (Solution) 更 (Differentiation) 裡不 1/3 (Benefits) (Needs) (Solution) (Differentiations) (Benefits) 30

31 31 31

32 IBM 32

33 (1/2) GDP2006 0% 10% 20% 30% 40% 50% 0% 10% 20% 30% 40% 50% 32.14% 24.78% ICT 31.36% ICT 21.08% ICT 0.77% ICT 3.70% 24.43% 28.67% 13.98% 29.45% 14.64% % 0% 10% 20% 30% 40% 50% 0% 10% 20% 30% 40% 50% 39.44% 28.70% ICT 39.14% ICT 28.28% ICT 0.29% ICT 0.43% 30.16% 34.89% 23.02% 31.37% 7.47% 5.04% 33 CIER2009/06 33

34 (2/2) % 20% 40% 60% 80% 0% 20% 40% 60% 80% ICT 70.97% 69.85% ICT 53.79% 50.82% ICT 1.12% ICT 2.97% 13.94% 27.94% 3.61% 6.15% 3.53% 2.17% CIER2009/06 GDP ICTICT ICT 34 34

35 (1/2) ICLCD 35 35

36 (2/2) 70.97%ICT 69.85% ICLCDODM LCDDRAM ICT39.14% 13.94% 27.94% vs.vs

37 Ulrich (1995)product architecture functional arrangementmapping functional element Shibata, Masaharu, and Kodama (2005)Fanuc s NC system architecture can be reversed from the module to the integral A-TeamA-Teamgeneric (2007/6/5) 37

38 (CoPS CoPS) engineering-intensive (Miller, Hobday, Leroux-Demers & Olleros, 1995) boldly going to somewhere none has gone before! (Complex Product Systems; CoPS) (Complex Products) (aircraft, high-speed trains, turbines) (Complex Systems) IT/ (Large IT/Software Projects) (large ERP, software system) (Large Technical Systems; LTS) (telecom network, electronic road pricing system) (Large Engineering Projects; LEP) (Constructs) (airport, mass rapid transit, hydro) 38 Ren and Yeo (2006) 38

39 39 39

40 / // 40 / 40

41 台灣製造的可能轉型方向差異化系統提供者 Differentiated System Providers 參與複雜產品系統 Involvement in CoPS 台灣製造活動的核心製造服務化 Manufacturing Servitization 需要跨越鴻溝 Substantial gaps to be filled! 41 資料來源: 中華經濟研究院, 陳信宏博士 41

42 (1/2) B2C ipod+ DellHP B2B GEIBM IBM 42 AppleiPodiPhone ipoddevicedevices as services +Software Intelligence+ 42

43 (2/2)

44 bundled offering & 44 44

45 From Product-focused to Service-focused offering Total Offering Go downstream Customer Intimacy offering Functionality/Use Provided offering/ 45 45

46 \ \

47 47

48 vs. Reiskin (2002) CMS 48

49 49 (intangibility) (intangibility) (inseparability) (inseparability) (heterogeneity) (heterogeneity) (perishability) (perishability) (context) 7-11 (context) 7-11 (co-location) delivery ICT (co-location) delivery ICT :,2009

50 product-based services White (1999) 50

51 Mont (2004) 51

52 VS (Cost per Unit) (1/2) () 30% ()() (Cost per Unit,) 52

53 VS (Cost per Unit) (2/2) CPU199635%40% 50% 8%4.5% % 53

54 GE Power by the hour(1/2) 2000GE 5-6% customer experience-led innovation a service offering that addressed both the functional and emotional needs of a client selling aircraft thrust or guaranteed uptime GE will bear responsibility for getting an aircraft into the air at the appointed hour 54

55 GE Power by the hour (2/2) Tekes (2007), Seizing the White Space Innovation Service Concepts in the United States. 55

56 (1/2) Co-creation B2B IBMPC vs. Server & Mainframe / Complex Product SystemsCoPS 56 56

57 (2/2) ICT revenue model GE Power by the hour GE 57

58 1 2 () Mode 1 (Product Extension Service) Inter-entity cocreation Mode 2 (Product Function Service) Mode 3 (Integrated Solution) 3 / 58

59 Mode 2& 2 Mode 33 Atkins Mode 2/ Mode 3 Mode 3Atkins Complex capital projects BWTC IT Carbon Critical Design/ Nokia Mode 3 Nokiapain points service portfolio customer engagement models Dupont Mode 1 Mode 2Cost Per Unit, CPU Chemical Management Service, CMS IBM Mode 3 Mode SR

60 Mode 1 Mode 2 Mode 3 offering offering offering Service by Integration SSDMM System Solution Design Manufacturing and Move Mode 1 GIDM PDM/CPC EV-GLM Design for Environment 2007 Y ~50 1,000 ICT Y LY SSDMM1.System Solution 2.Design & Manufacturing 3.Move / CCPD (Centralized Control Distributed Process) RoHS Outdoor Service by Innovation +/Platform NBMode 3 60

61 Mode 11 cash flow alue stream / CMS / / 61

62 Mode 22 / / IBM / CMS Apple ipod / / 62

63 Mode 33 / / cash flow / Nokia IBM / Atkins BWTC alue stream 63

64 ( ) 64

65 65

66 ~ 66

67 () (Quantum Jump) () 67

68 ~ Stpe2: Stpe3 : Stpe1 : (Scenario) Jay Lee,(2009) 68

69 ~ ipod MP3 Palyer? ipod 1000() 92% itunes62% Ferrari, Benz, LV, Prada,,

70 ipod Jay Lee,(2009) 70

71 71

72 : 72

73 ERP ( ) Needs Visible Invisible Unmet Met ERP CRM SOA Served Not served Visible Invisible Customers / markets 73

74 Step1:

75 Step2:

76 Step3:

77 Step3: ()

78 Needs Visible Invisible Unmet Met DIY Served Not served Visible Invisible Customers / markets 78

79 Step1:

80 Step2:

81 Step3:

82 Step3:

83 (1) ~ (Benefits) 83

84 (1) ~ Needs Visible Invisible Unmet Met Gaps Scenario Gaps (Benefit) Served Not served Visible Invisible Customers / markets Jay Lee,(2009), 84

85 Case 1 Case 2 OEM (ipod Apple ) B2B2B2C(-- -) Consumer (B2B2C ) B2B ( ) 85

86 (Application Scenario) () 86

87 Benefit~ = + 87

88 Emotional Benefits ) High Functional Benefits Features. Value Creation 88

89 Benefit ~ Emotional Benefits High ) Functional Benefits Features. Value Creation 89

90 Benefit ~ Emotional Benefits High ) Functional Benefits Features. Value Creation 90

91 Laddering Bystedt, Lynn and Potts (2003) Moderating to the Max 91

92 - -Bystedt, Lynn and Potts (2003) Moderating to the Max 92

93 ~

94 : Roland Berger 94

95 (1) Traditional Hedonism () Clanning // Aspiration Tranquil Vitality Classic Traditional Performance () Quality Proven Service Security : Roland Berger 95

96 (2) Progressive Hedonism () Carefree Thrill & Fun / New/Cool/Trendy / Progressive Performance () Personal Efficiency Customized Innovation/Protech / : Roland Berger 96

97 (3) Altruism () Purism Fair / Nature Moneyism () Smart Shopping Total Cost : Roland Berger 97

98 ~ 98

99 ~ 99

100 100

101 Benefits (..) (...) () ( ) (.) PC... 10%0.5kg 20%(0.002kg) (0.01kg) 101

102 (1) B2C ~ 102

103 (1) B2B2C ~ 103

104 (1) B2B 104

105 (B2C) (B2C) (B2C) 3M 105

106 (1)~ (1)~/ 106

107 (2) ~ (Needs) 107

108 ~ Stpe2: Stpe1 : Stpe3 : Jay Lee,(2009) 108

109 ? /

110 ~.. 110

111 111

112 - Space Mapping Gap (Need) Jay Lee,(2009) 112

113 113

114 (Space) / : :. :. : 114

115

116

117 (2) ~ (1)?? 117

118 (2) ~ (Needs) (Space

119 IDEO 119

120 IDEO IDEO (Human Factor) IDEO 120

121 IDEO DEO (Have funs in the work) IDEO Defer judgment Encourage wild idea Build on the ideas of others Stay focused on topic One conversation at a time Be visual Go for quantity IDEO Innovation Process Observation Brainstorming Prototype 121

122 : IDEO ABC News??? 122

123 ~ 创识丢脸润实现实现满费没给创来没 123

124 ~ Zespri 10%,,

125 ~3M (BEF) 3MLCD 20 3M,

126 ~3M M: 3M 3M (Brightness Enhancement Film (BEF)) BEF 3M,

127 (3) (Solution) 127

128 ~ Stpe2: Stpe1 : Stpe3 : Jay Lee,(2009) 128

129 () ( ) : (one by one) trigger Diffusion thinking Convergent thinking answer Creative thinking Logical thinking 129

130 -- 130

131 (Defer judgment) (Strive for Quantity) Seek wild ideas (Build on other ideas) 131

132 (Defer Judgment) Defer Judgment 132

133 (Strive for quantity)

134 (Seek wild ideas) 134

135 135

136 (3)~ (2) 136

137 den Hertog (New Service Concept) (1) (New Client Interface) 2 Outside-in+ Inside-out (Technological Options) (4) (New Service Delivery System) 3 Outside-in Business New Insight den Hertog (2001) Social Development Technology 137

138 138

139 ~ (Highlighting) 139

140 (Be affirmative) (Be deliberate) (Check your objectives) (Improve ideas) (Consider novelty) 140

141 (Differentiation) 141

142 = F (Technology) (Feature) (Function) (Feeling) 142

143 ( ) Needs Solution Options 143

144 144

145 IP Knowhow. () Knowhow 145

146 146

147 (Innovation for Next Century) (Market (Market-Oriented) (Open) (Collaborative) (Multi (Multi-disciplinary) (Global) 147

148 vs. Reiskin (2002) CMS 148

149 1 2 () Mode 1 (Product Extension Service) Inter-entity cocreation Mode 2 (Product Function Service) Mode 3 (Integrated Solution) 3 / 149

150 ~ Stpe2: Stpe1 : Stpe3 : Jay Lee,(2009) 150

151 den Hertog (New Service Concept) (1) (New Client Interface) 2 Outside-in+ Inside-out (Technological Options) (4) (New Service Delivery System) 3 Outside-in Business New Insight den Hertog (2001) Social Development Technology 151

152 NSDB NSDB : 152

153 People: / / / / / /... T: A : (Bridger) 153

154 5 5C C Commitment Challenge Change Chance Communication 154

155 155

156 - 156

157 ~ Fran Johansson (The Medici Effect) (Intersection) 21 Intel Intel (L OREAL) ,

158 6/21/90 158

159 : (O) : : U19: : 159

MVP? MVP(Most Valuable Player) MVP(Most Valuable Professional)

MVP? MVP(Most Valuable Player) MVP(Most Valuable Professional) MVP 4? (Golden Nuggets) MVP MVP NSDB NSDB (Innovate or die) NSDB ? (perception) ? (Value Proposition) Bovet and Martha (2000) ... NSDB (Needs)