本研究選定宏佳騰公司(Aeon)進行個案研究，探討「中堅企業」如何由特定單一事業發展成為相關多樣化事業與產品。在企業發展初期，Aeon專注耕耘於特定的ATV(all-terrain vehicle)市場領域，並為產品發展找到利基，因此ATV事業迅速成長。然而，當ATV的市場需求下降時，Aeon營收隨之而下降。為促進企業的成長，Aeon的事業發展模式須由單一的ATV事業轉變成為相關多樣化事業，包括ATV與UTV(utility vehicle)、二輪機車、三輪與四輪機車等機車相關產品。

在相關多樣化的過程中，首先，Aeon努力於建構平台產品（引擎產品），並使之成為多樣化終端產品（車輛產品） 發展的基礎，如此會有利於多樣化車輛產品的順利推出。此外，為推動多樣化新產品的發展，Aeon成立各項新產品研發專案，並採取「階段-關卡系統」方法管專案執行流程。進一步，Aeon依據新產品的屬性，將NPD專案區分為三種類型。第一類型NPD專案，須歷經「創新概念發展階段→雛型驗證階段→產品確認階段」之三個執行階段，且重視創新價值與技術，目標是要開創出全新的市場領域。就策略導向而言，執行這類型研發專案則是近似於「藍海策略」的實行，並會對於未來長期營收產生影響效果。

第二類型NPD專案，須歷經「雛型驗證階段→產品確認階段」 之兩個執行階段，且專注於特定市場領域，目標是要發展有競爭優勢的新產品。就策略導向而言，執行這類型研發專案近似於聚焦差異化策略的實行，並將會影響未來中期營收。第三類型NPD專案只需要執行產品確認階段，主要是針對現有在市場上的產品進行改善，以提升產品的競爭力。就策略導向而言，執行這類型研發專案，則是近似於聚焦差異化策略的實行，並會對於未來短期營收產生影響效果。

在這三種類型的研發專案所投入的資源中，Aeon維持其投資組合的平衡性，於是得以兼顧未來長期、中期與短期的營收成長。Aeon在相關多樣化事業與產品的發展上，獲得良好的績效，於2009年至2015年這六年中，營收與淨利分別成長3.1倍與9.6倍。

SUMMARY

This study performs a case study on Aeon Motor Corp.(Aeon) to investigate how a “backbone enterprise” develops from a specific and single business into a related diversification business and product.In the early stage of enterprise development, Aeon focused on a specific market area of all-terrain vehicle(ATV), and found the niche for product development, thereby leading to the rapid growth of ATV business. However, as the market demand for ATV declined, Aeon’s revenue dropped accordingly. In order to promote the enterprise growth, Aeon’s business development model must be transformed from a single ATV business into a related diversification business that includes the motorcycle-related products of ATV and UTV(utility vehicle,) two-wheeler motorcycle, and three-wheeler and four-wheeler motorcycle.

INTRODUCTION

During the developing progress of related diversification, first, Aeon puts a lot of effort to build platform products (engine products), and to make platform products become to the basis of developing diversified end products (vehicle products), and which is conducive to the successful introduction of diversified vehicle end products. Additionally, to promote the development of diversified new product, Aeon establishes various new product development (NPD) projects, and adopts “Stage-Gate system” method to manage the project execution processes. Furthermore, Aeon distinguishes NPD projects into three types based on the attribute of the new product.

MATERIALS AND METHODS

This study performs a case study on Aeon Motor Corp.(Aeon) to investigate how a “backbone enterprise” develops from a specific and single business into a related diversification business and product.

RESULTS AND DISCUSSION

The NPD project of the first type needs to go through three execution stages of “innovation concept development stage→prototype validation stage→product verification stage”, and emphasizes the innovative value and technology, aiming to open up a new market area. In terms of strategy orientation, executing this type of NPD project is similar to the implementation of “Blue Ocean Strategy”, and will have an impact on the long-term revenue in the future. The NPD project of the second type has to go through two execution stages of “prototype validation stage→product verification stage”, and focuses on a specific market area with the objective of developing new products with competitive advantages. As for strategy orientation, the execution of this type of NPD project is similar to the implementation of focused differentiation strategy, and will affect the future mid-term revenue. The third type of NPD project only needs to implement product verification stage, which is mainly employed to improve the current product in the market in order to enhance its competitiveness. In terms of strategy orientation, executing this type of NPD is similar to the implementation of focused differentiation strategy, and will make an impact on the short-term revenue in the future.

CONCLUSION

Among the resources invested in these three types of NPD projects, Aeon maintains its portfolio balance, thereby allowing to assure long-term, medium-term and short-term revenue growth in the future. Aeon achieves a good performance in the development of related diversification business and product, and the revenue and net profit respectively grows 3.1 times and 9.6 times during the six years from 2009 to 2015.

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