高科技產業變動相當快也相當劇烈，科技新產品不斷地推陳出新。在技術採用生命週期的相關研究框架下，許多高科技新產品都在進入早期大眾市場前，就掉進了死亡之井-鴻溝。因此，如何成功跨越鴻成為高科技公司在發展新產品策略的一項重要課題。
本論文為一質性研究，作者藉由訪談Ａ公司相關人員等初級資料加上作者本身的側面觀察以及內部文件等次級資料，梳理高科技產業的新產品為了進入早期主流市場時，各發展階段所採用行銷思考邏輯以及產品策略，此一成功模式，可做為日後高科技產業面對同樣情況時的參考。本論文研究結果強烈暗示，高科技產業的新產品為了跨越鴻溝，在服務主導邏輯理論下，必須認清產品只是一種價值共創的載體 ; 並且根據創新的用途理論基礎，要先瞭解客戶買此項產品是為了完成何種任務 ; 進而提供客戶一項完整產品，如此才有跨越鴻溝後的市場競爭地位。

High-tech market is changing faster and dramatically nowadays, new products are arriving in the market continuously. In the perspective of technology adoption life cycle, many new products fall into the “Chasm” between early-adopter market and early-majority market. Hence, it is crucial for a high-tech company to find the strategy of new product development to cross the chasm successfully. In this qualitative study, author as a participant in the new product development observe in person and collect primary data. Furthermore, the author discusses the strategy of a high-tech company to penetrate mainstream market and how it identifies the technical “chasm” to be overcome. According to this case study, it strongly implies that a high-tech company to cross the chasm needs to understand the product is a vehicle of value co-creation in the perspective of “Service-Dominant Logic”, and according to “Jobs to be Done Theory”, why the customer “ hire” the product for what “jobs” is crucial for designing a “ Complete product”.

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