行政院國家科學委員會專題研究計畫 成果報告
品質基礎之創新評估模式－以台灣汽車產業為例
計畫類別： 個別型計畫 計畫編號： NSC92-2213-E-110-026- 執行期間： 92 年 08 月 01 日至 93 年 07 月 31 日 執行單位： 國立中山大學企業管理學系(所) 計畫主持人： 盧淵源 計畫參與人員： 林亮宏、吳國強、王俊賢 報告類型： 精簡報告 處理方式： 本計畫可公開查詢中 華 民 國 93 年 8 月 6 日
行政院國家科學委員會專題研究計畫成果報告
品質基礎之創新評估模式－以台灣汽車產業為例
Quality-based evaluations of product and service innovations in Taiwanese
automotive industry
計畫編號：NSC 92－2213－E－110－026
執行期限：92 年 8 月 1 日至 93 年 7 月 31 日
主持人：盧淵源 國立中山大學企業管理學系
計畫參與人員：林亮宏、吳國強、王俊賢
一、 中文摘要 本研究以產品品質為基礎，建立包含品 質因素之創新評估模式，藉以說明廠商從事 創新的意願深受其產品品質之影響。作為創 新之前因變數，產品品質亦為廠商決定採行 創新活動的關鍵因素之一。汽車業者長期參 與產品創新及服務創新活動，且為製造與服 務並重之綜合性產業，本研究以台灣地區汽 車產業進行研究，以驗證產品品質之於創新 理論的重要性。 本研究之主要目的在於提出包含品質 因素之創新評估模式，藉以引發學界與業界 重新思考提升產品品質之重要性。本研究之 成果為建構以品質為基礎之創新評估模式， 以證明品質對創新之影響。在產品創新部 份，採用賽局理論；在服務創新部份，由於 常牽涉到使用年限問題，因而採用實質選擇 權模式，作為評價的基礎。 關鍵詞：產品品質、服務創新、產品創新、 賽局理論、實質選擇權 Abstract:With a quality-based approach, this research wishes to originate a model to demonstrate that both product and service innovations are induced by the product quality. As an antecedent factor, product quality is a crucial determinant of innovation adoption and implementation. In addition, this research will construct the evaluation of innovations in the automotive industry.
This research presents results and lessons learned from innovation evaluation models aimed at introducing product quality within traditional innovation theories, and then benefit to the automotive industry. Now the purposes of this research can be addressed as follows. Set up quality-based innovation models to examine the quality influence on both product and service innovations. Both game theory and real options will be applied in the models. Keywords: Product quality, Service innovation,
Product innovation, Game theory, Real options
二、緣由與目的
In any society, service sector plays an important role in the economic activities and accounts for over two-thirds of jobs in most advanced countries. This is the result of historical developments for which have seen ameliorative substitutions first from extraction to manufacturing and then from manufacturing to service. Keeping competitive in the global market, manufacturing firms have engaged in innovation to meet consumer demand, to raise their market share, and to obtain more profits. The same applies to the service firms while innovation theory has been advanced and diffused to the service industries (Evangelista and Sirilli, 1998; Aa and Elfring, 2002).
Although service activities have been precisely classified into business services, trade services, infrastructure services, personal services, and public administration, it is still
2
difficult to distinct between product and service. On the one hand, many services such as assembling and repairing will be accompanied after product sold; on the other hand, many products will be produced during the restaurant service as well. In fact, every purchase activity combines product and service consuming in different rates (Fitzsimmons and Fitzsimmons, 1994). And a crucial example of combination of product and service sold is the consumer durables.
Besides product itself, durable product markets show increasing interest from firms in providing extended service for their products. In the automotive industry, nearly all motor companies sell their new cars with new vehicle financial, maintaining, repairing, warranting and repossessing services. Not surprisingly most consumers prefer products with post-sold services because these activities generally boost their purchase motivation. Motor firms therefore provide more services to cater for consumer taste and establish reputation in their products.
Furthermore, to ensure competitiveness many firms offer new innovative services such as longer vehicle limited warranties and half-price purchase warranties recently. The former warranties cover material or workmanship deficiencies in parts or components up to 5 years or 50,000 miles, and customers are not charged for covered repairs made during the warranty period. In the half-price purchase warranties service, each consumer is permitted initially to pay just half-price for the new product, and then after the products reaches its half service life, the consumer can decide whether to hold onto the product and pay the balance of the purchase price, or simply return the used product to the firm without paying any more. In fact, the latter service is a broad combination of financial loan, product sold, maintenance, and finally old product repossessing services. Accompanied with product innovations, motor firms innovate their service at the same time in order to build up the reputation and to make a profit from the service (Utterback, 1994).
In theory, many types of innovations attending with their potential determinants have been systematically cumulated to confirm the internal and external sources of innovation
capability (Damanpour and Evan, 1984; Damanpour, 1991; Romijn and Albaladejo, 2002), Nevertheless, there is still a lack of widespread research of the impact of product quality influencing on innovation.
In some recent papers, Dubey and Wu (2002) and Romijn and Albaladejo (2002) show that product innovation will occurs only when the industry size is intermediate. Oligopolistic firms will engage in innovation to advance their product quality. Our research is going to argue this viewpoint. We argue that firms will undertake product innovation unless they produce high quality products. The determinant of innovation contains product quality instead of industry size. Innovation involving high risk in the initiation stage is not sure to improve product quality (Kimberly and Evanisko, 1981. Damanpour and Gopalakrishnan, 2001). This study will demonstrate that high quality products will induce both product and service innovations.
In the marketplace where innovators and followers compete fiercely, who will benefit from the competition? With a quality-based approach, this research will establish a model to demonstrate that both product and service innovations will be induced by the product quality itself. And then we will identify product quality as an antecedent of innovation by an automotive industrial survey.
三、結果與討論
(1) Using options to evaluate service
innovations
Most product markets are attracting increasing interest from firms that provide extended services to support their products. Unsurprisingly, most consumers prefer products that come with pre-sale and post-sale services, which generally promote their purchase motivation. Meanwhile, service innovations cover all marketing innovations before products are sold, as well as all maintenance, repairing, warranty and repossessing activities after products are sold. By referring to the production, purchase, usage and scrap stages of a product’s life cycle, depicted in Table 1, customers can understand the differences between product and service
innovations. Service innovation covers all innovative activities after the production of a product, before that product is discarded. Restated, service innovation involves a new service associated with increased willing-to-buy or consumer satisfaction before or after the product is sold. Service innovation in the automotive industry involves pricing innovation, promotion innovation, placement innovation, maintenance innovation, repairing
innovation, warranty innovation and repossessing innovation, or the combination of at least two of these innovations. The points made so far apply in principles to most manufacturing and service industries. The option-based evaluations of services innovations are represented in Table 2.
Table 1 Product stages and corresponding innovation activities
Production Purchase Usage Scrap
Product innovation Pricing innovation Repair innovation Repossessing innovation Process innovation Promotion innovation Warranty innovation
Technical innovation Placement innovation
Table 2 Summary of service innovations in the motor market Services
Analyses
Extended test drive service Half-price purchase warranty Option type Defer option Default option
Price $10,600 $10,600 NPV by DCF – $600 – $600 Options-based NPV $1,164.9 $285.1 Option premium $1,764.9 $885.1 Depreciation cost $530 –
incurred by the firm
Related innovations Promotion innovation Pricing innovation Warranty innovation Warranty innovation Repossessing innovation
(2) Using game theory to evaluate product innovations
A firm will innovate if and only if the profit after innovation exceeds that without innovation, such that π’*q＞ π*q. The sufficient condition for undertaking innovation is then I( 2q ＋ Iq － 2Cq) ＞ 4F, where F is a barrier to the firm’s innovating. A high-quality firm is more likely than a low-quality firm in introducing innovation. The preceding
discussions clearly shows that firms’ innovation activities can be facilitated in two ways given a fixed cost of innovation F. Increasing I, which represents the consumer’s favoring of innovation, quadratically encourages firms to innovate. The firms’ incentive to innovate can also be increased by increasing the product quality. Consumers’ attitudes toward innovative products are hard to change, so a feasible solution for benefiting from innovation involves increasing quality. This result proves
4
that product quality is a determinant of product innovation.
四、計劃成果自評
The service sector is important in the economy of most advanced countries. Focusing on service innovation, this study examines customer service activities in the automobile industry from 2001 to 2003, and identifies the most representative and innovative services of motor firms. These service innovations are not recommended under traditional discounted cash flow (DCF) assessment. However, a positive
options-based net present value (NPV) motivates companies to innovate their service activities and thereby increase the number of products they sell. Evidence shows that an options-based evaluation is more suitable than traditional approaches. The results of this study should help managers to address and evaluate service innovations.
Moreover, Game theory models indicate that the fixed cost of innovation, the barrier to a firm’s engaging in innovative activities, is overcome only if a firm produces high-quality products.
五、參考文獻
Aa, W., & Elfring, T. 2002. Realizing innovation in services. Scandinavian
Journal of Management, 18: 155-171.
Damanpour, F., 1991. Organizational innovation: A meta-analysis of effects of determinants and moderators. Academy of
Management Journal, 34(3): 555-590.
Damanpour, F. & Evan, W. 1984. Organizational innovation and performance: The problem of organizational lag.
Administrative Science Quarterly, 29:
392-409.
Damanpour, F. & Gopalakrishnan, S. 2001. The dynamics of the adoption of product and process innovations in organizations. The
Journal of Management Studies, 38: 45-65.
Debey, P., & Wu, C. 2002. When less competition induce more product innovation.
Economics Letters, 74: 309-312.
Evangelista, R., & Sirilli, G. 1998. Innovation in the service sector: Results from the Italian statistical survey. Technological Forecasting
and Social Change, 58: 251-269.
Fitzaimmons, J., & Fitzaimmons, M. 1994.
Service management for competitive advantage. McGraw-Hill, New York.
Kimberly, J. R., & Evanisko, M. J. 1981. Organizational innovation: the influence of individual, organizational, and contextual factors on hospital adoption of technology and administrative innovations. Academy of
Management Journal, 24(3): 689-713.
Romijn, H., & Albaladejo, M. 2002. Determinants of innovation capability in small economics and software firms in southeast England. Research Policy, 31: 1053-1067.
Utterback, J. M. 1994. Mastering the dynamics
of innovation. Harvard: Harvard Business
