服務業佔已開發國家GDP的比例在過去數十年內逐年升高，至今穩定維持60%到70%的水準，顯示世界經濟的重心已從製造經濟轉移到服務經濟，而我們已面對所謂的後工業化時代，新的機會使得新服務如同雨後春筍般出現，同時也帶來激烈的競爭，App產業的興起就是最好的例子。
2008年蘋果電腦推出名為App store的商業平台之後，應用程式的銷售量產生爆炸性的成長，但同時也造成應用程式間的高度競爭，競爭最激烈的遊戲App每半年就有新的排名，知名的憤怒鳥（Angry Bird）更失敗了52次才成功，可見創新不保證成功。正如競爭策略大師麥可波特所說的：「企業的競爭優勢源自於它能夠為客戶提供的價值(Porter,1999)」，有價值的創新才能帶來利潤，並為企業創造競爭優勢。
服務並無法免疫於如實體產品一樣的高創新失敗率(Lovelock&Wirtz,2007)，而創新的成功關鍵在於構想的可行性與潛力，越早將市場趨勢與企業資源納入考慮，越能提高創新的成功率。因此本研究主要採用「創新構想篩選量化模式」之架構，針對服務與產品的異同進行文獻回顧，並基於原模式的精神進行調整，進而提出適用於服務產業的服務創新構想篩選模式，並驗證其有效性。

The service industry has taken account for the proportion of the GDP in developed countries and has increased to 60% to 70% over the past few decades. This shows that the world’s economy has shifted away from manufacturing to a service economy. As we have to face the so-called “post-industrial” era, new opportunities establish new service rises like springing, as well as bringing intense competition. The rise of App industry is one of the best examples.
In year 2008, Apple introduces a commercial platform “App store”. The sales numbers of application grows explosively, but also result in a highly competitive environment. Game is probably one of the best examples, as the download ranking renewed every half an year. The famous game application “Angry Bird” has failed 52 times before it succeeds, showing that innovation does not guarantee success in application. As competitive strategy master Michael Porter says: “Competitive advantages come from its ability to provide value to the customers”. Only valuable innovations can generate profits and create competitive advantages for the enterprises.
Since services cannot be immune to the high failure rate just like physical products. The key to success in innovation lies in the feasibility and potential of the idea. The earlier the market trend and enterprise resources taken into account, the more it can improve the success rate of innovation. Therefore, this research adopted the framework of “Innovation Idea Screening Model (IISM)”; focuses on the similarity and the differences between services and products in literature review, as well as making adjustments based on the spirit of the original model. Then proposing Innovation Idea Screening Model for Services (IISMS) that fits in the service industry, and verifying its effectiveness.

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