MBA教育中心知识库

基于移动互联网、物联网等技术的有力支撑，室内定位系统作为一种全新的定位产品形态正迅速地进入广大消费者的视野。传统的室内定位产品主要应用于军事、地质勘察、警卫等领域。然而，在商用化的大背景下，多样化的场景使得室内定位产品必须具备复杂功能，且能够满足高度定制化和碎片化的需求，因此当下的室内定位产品在本质上已迥异于传统产品，已然演变成一种具有高成本、长周期、产研一体化等具有显著复杂特性的产品。但从实际情况来看，众多室内定位企业依旧沿袭传统的产品创新管理模式，忽略了数字化产品创新及管理的需求，致使室内定位的创新效能不佳，市场开拓乏力。
本研究所关注的T公司就面临这样的问题。如何提升创新管理能力，更好地整合资源以适应市场需求，是公司当前迫切需要解决的问题。根据学者对复杂产品创新理论的回顾，以及通过系统地文献梳理总结，本研究统合复杂产品系统理论和全面创新管理理论，从技术管理&组织管理，以及内部提效&外部协同两个维度，将复杂产品创新管理内涵界定为创新平台构建、创新组织支持、敏捷市场响应以及资源协同整合四个方面。以此为分析框架，针对T公司室内定位产品的创新管理进展情况，借助深入访谈和问卷调查的方式，诊断出了T公司产品创新管理存在创新模式落后、组织支持不力、市场响应不灵、顾客参与较低等问题。并针对以上问题分别从产品创新战略、人才结构、流程再造、顾客参与等角度制定了优化方案，同时探讨了有效推进优化方案实施的保障措施。 
本研究在对问题进行分析论证过程中，注重将理论与实际紧密结合，通过对T公司产品创新管理案例的深度剖析，研究探寻了中小科技型创新企业有效推进产品创新的可行路径，为企业给出切实可行的解决方案，也为同类企业破解创新管理过程中所面临的困境提供有益启示。

Based on the strong support of mobile Internet, Internet of Things and other technologies, indoor positioning system, as a new positioning product form, is rapidly entering the vision of consumers. Traditional indoor positioning products are mainly used in fields such as military and geological exploration. However, in the context of commercialization, diverse on-site scenarios require indoor positioning products to meet highly customized and fragmented needs. Currently, indoor positioning products are fundamentally different from traditional products and have evolved into products with significant complex characteristics such as high cost, long cycle, and integrated production and research. From the actual situation, many indoor positioning enterprises still follow the traditional product innovation management mode, ignoring the needs of digital product innovation and management, resulting in poor innovation efficiency and weak market development of indoor positioning.
This study integrates the theory of complex product systems and comprehensive innovation management, and focuses on the progress of innovation management of T Company's indoor positioning products. Through in-depth interviews and questionnaire surveys, it diagnoses problems in the company's product innovation management, such as high innovation development costs, adherence to innovative concepts, single innovation strategies, and lack of marketing oriented innovation. In response to these problems, the theory of complex product systems is used to develop optimization plans from the aspects of development costs, talent structure, innovation strategies, and marketing innovation. At the same time, measures are proposed to effectively promote the implementation of optimization plans.
In the process of analyzing and demonstrating problems, it is important to closely integrate theory with practice. Through in-depth analysis of the product innovation management case of T company, this article explores the effective path for innovative enterprises to promote product innovation, provides practical and feasible solutions for enterprises, and also provides useful insights for similar enterprises to face difficulties in innovation management process.