台灣服務業佔GDP比重逐年提高，2005年已高達69%，服務經濟已然成形．而製造業與服務業併合的概念，在2003年時已由經建會揭櫫；歷年來，製造業尋求創新產品及市場的同時，若以服務經濟的概念出發，逐步結合服務業的服務創新構念及模式，將研究發展新商品的流程視為”創造顧客價值”的”服務創新流程”，必能為未來的企業掌握勝出的機會．
本研究透過文獻，探求服務創新與服務研發管理系統之分析架構，以發展出研發服務管理模式，模式有以下八步驟。經由八個步驟的執行後，產生服務價值，讓顧客滿意，並產生顧客忠誠，達到公司獲利成長之本模式追求的終極目標。
步驟一：組成專案團隊
步驟二：服務創意產生
步驟三：服務創意篩選
步驟四：選定發展構想
步驟五：設計開發
步驟六：服務測試
步驟七：商品化
步驟八：服務品質
以傳統製造業的個案公司之實務經驗，配合本研究修正發展之研發服務管理模式，以市場面、策略面、技術面之三個構面，來探討各步驟與個案公司的適配執行度，並提出建議與改善對策，以利實務界參考與修改為適合本身企業的服務管理模式．

Taiwanese service trade accounts for GDP proportion to improve year by year, will be already up to 69% in 2005, service economy has already taken shape. And the concept which manufacturing industry and service trade combined, would be already built and advocated in 2003 by Taiwan’s Council for Economic Planning and Development. Over the years, the manufacturing industry, while seeking innovative products and market, sets out with the concept of service economy, the concept of combining the innovative model and constructs of the service trade, regards the procedure of developing the new products as " innovative procedure of service " of " creating customer's value ", can grasp the chance to win for enterprises in the future
The research develops the eight following steps for the service management model for R &D. After the execution of eight steps, it will create the value of service, make the customer satisfied and inspire customers’ loyalty to the company. The ultimate goal of this model is that the company will make profits and grow up in the future.
Step one: Organizing a project group
Step two: Finding the creative ideas
Step three: Choosing the creative ideas
Step four: Selecting the development idea
Step five: Designing and developing
Step six: Testing the prototype
Step seven: Commercializing
Step eight: Analyzing the quality of service

With the practical experience of the case company of the traditional manufacturing industry, the research compares with the service management model for R &D from the three aspects－market, strategy and technology. We analyze the suitability of the model and make suggestions to the case company for revising the activities of R&D management in the future. We hope the research can provide the way for enterprises to develop one’s own suitable service management model of R &D by one’s own view.

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二．中文文獻：
1. 行政院經濟建設委員會綜合計劃處，新聞稿，“製造業與服務業的併合趨勢”，2003年9月23日．
2. 施振榮，”宏碁的世紀變革－淡出製造，成就品牌”，天下文化出版，台灣，第 167~187頁,2004年11月2日
3. 施振榮，”再造宏碁－開創、成長與挑戰”，天下文化出版，台灣，第296~308頁，2004年11月2日
4. 裕隆企業，入口網站，經營理念－製造服務，http://www.yulon-motor.com.tw/about/philosophy.asp，2007年6月．
5. 富邦金控，入口網站，關於富邦金控，http://www.fubongroup.com.tw/about/indexF.htm，2007年6月．
6. 蕭詠璋、陳忠仁，服務創新模式建構之研究，working paper
7. Clayton M. Christensen，Scott D. Anthony, Gerald Berstell, & Denise Nitterhouse，”Finding the right job for your product－顧客究竟想完成什麼任務”，MIT 史隆管理評論2007年春季號轉載于EMBA世界經理文摘，248期，page 30-52， 2007年4月
8. 天下雜誌，1000大排名，第274,298,322,345,371期，2003-2007年