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第四節 後續研究建議
本研究雖全心投入，力求完善，但由於研究上的諸多限制，使得本研究未臻完美。以 下提供數點建議，提出本研究為達完備或尚可加強之處。供未來此領域的研究者加以完善。
建議一：加入工業行銷創新的客戶角度的研究
本研究只針對電子零組件廠商如何進行工業行銷創新進行研究，而無法了解到客戶是 如何看待廠商這樣的創新。對於廠商所提供的洞見與解決方案，是如何內化並開發出具特 色的創新產品等，都是值得研究的議題。
建議二：加入對工業行銷創新的品牌相關研究
個案公司雖是零組件廠商，但卻也是一個國際知名的品牌。由於研究限制使得本研究 無法仔細討論品牌對工業行銷創新的影響。但根據文獻所知，推估會造成一定的影響。然 而由於缺乏實證資料，因此有待往後研究者進行完善。
建議三：加入對不同工業品類型廠商的研究
工業品類型眾多，如原材料、加工材料、零組件、系統設備等，彼此差異甚大。本研 究的個案公司為生產零組件之廠商。所以研究之工業行銷創新也只限定於零組件廠商。生 產其他類型的工業品廠商在產業界中各具不同位置，生產、研發、行銷等流程也有所差異。
因此針對不同類型工業品廠商的研究值得未來的研究者進行探討。
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https://srda.sinica.edu.tw
6. 施佳玫 (2004)。行銷知識能耐、產品創新、行銷創新與市場績效關係之研究。未出版
10.王誠安 (2011)。B2B 要素品牌建立成功之關鍵因素與個案公司之差異。未出版之碩論 文， 元智大學， 桃園縣。
11.石惠君 (2011)。史上最完美高科技要素品牌行銷－「內建英特爾」(Intel Inside)個 案分析。未出版之碩士論文， 國立中央大學， 桃園縣。
12.翁興利 (2004)。 政策規劃與行銷 。臺北市 ：華泰。
13.莊易築 (1997)。工業行銷部門整合之研究。未出版之碩士論文， 大葉工學院， 彰化 縣。
14.董尚儒 (2010)。跨功能合作、市場導向與行銷創新之關係研究—保健食品產業實例。
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15.行政院主計總處 (2019a)。 2014-2018 年國內各業生產及平減指數-年 依 期間, 行 業, 指標 與 種類。上網日期： 2019/07/08，檢自：
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20.黃炳龍 (2017)。台灣 B2B 驗證服務產業服務品質、品牌信任、關係行銷對顧客滿意度 與忠誠度影響之研究。未出版之博士論文， 輔仁大學， 新北市。
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三、 網路資料
1. 中央社 (2014)。 企業揮別低成本 迎向價值提升。中央社，上網日期：
2019/07/10，檢自：
https://www.chinatimes.com/realtimenews/20140629002305-260410?chdtv 2. 陳曼儂 (2014)。 藍天老總：台研發強仍有競爭力。旺報，上網日期：
2019/07/10，檢自： https://www.chinatimes.com/newspapers/20141125000901-260301?chdtv
3. X 公司 2018 年報
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益、提供的數量商標設計、工程設計、品牌命名、成本分析(Goldsmith, 1999; 余朝權, 2005) 用，可得到更好的使用效果的產品類型。(Sheth & Sharma, 2006) (Homburg, Fassnacht, &Guenther, 2003) (Grove, 1996) (三) 品牌加值（善用品牌） (Rafiq & Ahmed, 1995)
(五) 具體證據創新（實體呈現） 設備、進行行銷活動時的環境(Rafiq & Ahmed, 1995)
(六) 知識管理
a. 在前述所提到的 Creator PC 產品中，X 公司是如何蒐集相關行銷資料?
蒐集了那些資料?
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外部化（Externalization）透過有意義的交談，具體表達內隱知識，將內隱知識轉變成 外顯知識
結合（Combination）將具體化的外顯知識和現有知識結合，擴大知識的基礎 內部化（Internalization）學習新知識，將外顯知識變成員工自己的內隱知識
(Nonaka & Takeuchi, 1995) (七) 組織方式 等。(陳海鳴&陳世晉&李培銘 & 徐蓮蔭, 2011) (Gaynor, G H(2006)
(八) 跨功能團隊合作
文化差異及如何解決? (Lovelace, Shapiro, & Weingart, 2001) 2008) 容、流程、手法等。(Chang, Wang, & Arnett, 2018)(林建煌, 2002)
(十) 信任與關係行銷
a. 在前述所提到的 Creator PC 產品中，X 公司所行銷的對象是新顧客或是合作過的對 象?
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b. 而您與所行銷的顧客關係如何?
c. 您與與顧客的信任關係是建立在您自身，或是公司上?
說明：-已建立的品牌資產類型有品牌忠誠度、品牌知名度、知覺品質、品牌聯想、其他 品牌的專屬資產等。而品牌資產的來源則是根據績效、社會印象、價值、信賴感、讚賞與 依戀。而關係行銷層次分為財務性，社會性和結構性三個層次，衡量關係行銷和顧客的結 合成程(劉水深, 翁景民, 王又鵬, 趙琪, & 陳松柏, 2002) (Lassar, Mittal, & Sharma, 1995) Berry and Parasuraman (1991)
(十一) 風險管理
a. 在前述所提到的 Creator PC 產品中，X 公司是否察覺到因為科技的不確定性所帶來 的風險?
b. 對於技術的不熟悉所帶來的風險?
c. 對於業務的不熟悉所帶來的風險?
d. X 公司是如何評估與管理這些風險?
說明：-尚未確定主流設計的科技?或是接觸到自身不熟悉的技術/業務? 而這些科技/技術/
業務是否需要高成本投資? (Utterback & Abernathy, 1975) (Amara, Landry, Becheikh, &
Ouimet)
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Industrial marketing innovation in electrical component industry: A case study of Company-X
Faculty advisor: Dr. Wu, Feng-Shan –National Chen-Chi University Graduate Institute of Technology Innovation and Intellectual Properties Management
I. Research Background:
In Taiwan, lots of small and medium enterprise manufacture electrical component. They focused cost control and technologies innovation. And Company-X, as a well-known PC component provider, poses the excellent technology ability, and furthermore, outstanding marketing ability.
In the past few years, Company-X kept advocating Creator market. On the stage of trade show, the partners of Company-X, announce several new products specifically designed for Creator.
Chassis design changed from dazzling RGB lightening to simplicity style. The display changed from high-refresh rate gaming screen to precise color designer screen. And more feature like big size touch screens, high speed I/O ports and silent but high efficiency thermal solutions. Every innovation in these details have finally shaped a new creator computer category. The creator market is becoming a new trend, rather than a silent market. These progress mainly result from the effort of industrial marketing of Company-X.
II. Research Purpose:
The researcher would like to know how Company-X partner with other PC company, creating new category of product through successful industrial marketing. And consolidate the management insight via theory frame. Expect the management insight could be contributed to the future innovation implement of Company-X.
III. Research Scope:
Almost every PC vendor announced their own “Creator category” products. To achieve such kind of progress, what did Company-X accomplish and make differences in organization, technology, capability, process and resource domain? With these accomplishment and differences,
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X could successfully integrate marketing innovation and industrial marketing, and then make Creator PC be real.
IV. Expected Result:
A learning about how Company-X create and implement innovations in industrial marketing and the key success factor of how Company-X accomplish this kind of innovation.
Outline:
A. Product innovation
a、 In the aforementioned Creator PC products cases, what did Company-X do in terms of product specifications?
b、 What did Company-X do in terms of product concept?
c、 What did Company-X do in terms of quality level?
d、 What did Company-X do in terms of accessory?
e、 What did Company-X do in terms of benefit to customer?
f、 What did Company-X do in terms of brand logo design?
g、 What did Company-X do in terms of engineering design?
h、 What did Company-X do in terms of brand naming?
B. Value creation
a、 Did Company-X create/develop new functional value for the product In the aforementioned Creator PC products cases?
b、 Did Company-X create/develop new value via technical support for the industrial customer in the aforementioned Creator PC products cases?
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c、 Did Company-X create/develop new value via complementary products in the aforementioned Creator PC products cases?
C. Brand value adding
a、 In the aforementioned Creator PC products cases did Company-X launch any new brands?
b、 Did Company-X build any brand associations?
-Brand association means what would customer associated while saw a brand.
c、 Did Company-X’s brand established in the past have any influences on the new brand?
D. Process innovation
a、 In the aforementioned Creator PC products cases, did Company-X make any differences on marketing related policy?
b、 Did Company-X make any differences on marketing activity process?
c、 Did Company-X make any differences on response mechanism?
d、 Did Company-X make any differences on customer participation mechanism?
E. Physical evidence innovation
a、 In the aforementioned Creator PC products cases, did Company-X develop any new tools in order to better hypostatize /substantiate the marketing concepts?
b、 Did Company-X use any new facilities in order to better marketing related service qualities?
c、 Did Company-X provide any environments in order to better marketing activities?
F. Knowledge management
a、 In the aforementioned Creator PC products cases, how Company-X collect marketing related data?
b、 What data did Company-X collect?
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c、 Did Company-X transform these data into knowledge/insight?
d、 How Company-X distribute these knowledge/insight?
e、 How Company-X protect these knowledge/insight?
G. Organization Method
a、 In the aforementioned Creator PC products cases, did Company-X make any re-org because of new products?
b、 In the aforementioned Creator PC products cases, did Company-X make any re-org because of new functions?
c、 In the aforementioned Creator PC products cases, did Company-X make any re-org because of geographic?
d、 In the aforementioned Creator PC products cases, did Company-X build temporary lightweight-team?
e、 In the aforementioned Creator PC products cases, did Company-X build temporary balanced-team?
f、 In the aforementioned Creator PC products cases, did Company-X build temporary heavyweight-team?
H. Cross-functional team collaboration
a、 In the aforementioned Creator PC products cases, did Company-X have any internal cross-functional team collaboration?
b、 What’s the reason of cross-functional team collaboration?
c、 Are there any problems or challenges in the process?
d、 What’s the final result?
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a、 In the aforementioned Creator PC products cases, did Company-X provide different marketing content/method to customer’s different function teams?
b、 Did Company-X provide integrated marketing content for customer after consolidate the needs and concerns of customer’s function teams?
J. Trust and relationship marketing
a、 In the aforementioned Creator PC products cases, did Company-X marketing to old customer or new customer?
b、 What’s the relationship between you and your customer? Any personal relationship?
c、 Your customer trusts you more or Company-X?
K. Venture management
a、 In the aforementioned Creator PC products cases, did Company-X aware any venture from technology uncertainty?
b、 Did Company-X aware any venture from technology unfamiliarity?
c、 Did Company-X aware any venture from business unfamiliarity?
d、 How Company-X evaluate and manage these kinds of venture?