20080701 230 設計問題分析與商品機會分析

設計問題分析 & 商品機會分析
設計方法
朝陽科技大學工業設計系
林登立助理教授
problem statement
z The design process normally begins with
developing a statement or definition of the
problem.
z An essential part of any problem statement is
the goal that one wants to achieve.
z Goals are broad statements of intent, that have
to be elaborated into more specific objectives, to
be useful for decision making in design.
z The list of objectives, stemming from different
stakeholders in, and affected by the design
project, is called the ‘design specification’.
資料來源： Roozenburg 1995，產品設計，張建成譯 p. 125 設計方法研究室2004

What is a problem?
z To solve a problem, we first have to
z acknowledge the existence of a problem, and
z understand what the problem is.
z What is a problem?
z what does a problem definition consist of, and
z how do goals and objectives fit in?

Contentment is a relative concept
z A problem has always to do with discontentment
about a certain situation.
z Someone who is perfectly happy does not have
a problem. Contentment is a relative concept.
z Consequently problems also have a relative
nature.
z What is a (big) problem for one person, does
not have to be a (big) problem or someone else.
z Feelings of contentment or discontentment that
people experience stem from an evaluation of
the situation.

relative nature of problems
z Every evaluation is based on a value system,
and this value system is not the same for
everyone.
z Moreover, an individual’s value system may
change in the long run.
z Also, the problem-owner does not evaluate a
situation as such, but an image of the problem
situation; differences in understanding of a
problem are easily caused by the personal view
that is taken.
z All this sufficiently explains the relative nature of
problems.

more desirable
z A situation is only a problem if the
problem-owner wishes to, and can, do
something about it, through a certain
action.
z This implies that a situation must be
conceivable that is more desirable than
the present one: the goal situation

What is the problem?
z The existing state must be defined, as well as
the problematic aspects that are experienced in
it.
z This is also called the ‘status quo’.
z It is, however, more important to investigate
what causes the status quo, and how it will
develop, if nothing is done.
z Explanations have to be found for the
problematic facts, and predictions have to be
made as to how the problem is likely to develop.

thinking of goals
z Discontentment with a situation is not more
than a signal.
z To solve a problem, situations which are more
desirable must be conceived of.
z In a way, thinking of goals is in itself a
problem-solving process, as goals have to be
conceived, and that entails difficult choices.
z Nevertheless, something of a goal should be
given, preferably formulated as concretely as
possible.

undesirable side-effects
z For goals one thinks normally of the aspects which have
to be present in the new state.
z However, often also certain things have to be avoided.
z There is a strict rule which says: ‘no effect without a
side-effect.’
z Each technical intervention has unintentional, and often
undesirable, side-effects, and thus the solution for a
problem might create new problems.
z The undesirable side-effects should be identified and
made part of the problem definition.

constraints
z Each problem has controllable and uncontrollable
‘variables’.
z We can only control an undesired situation by
intervening in the existing state.
z But often we cannot or may not change everything.
z The means design is in many cases subject to
restrictions.
z So there may be certain constraints, within which a
solution has to be found.
z These constraints are also part of the problem definition.
z For example: may a certain material or production
technique be used or not?
z The time, budget, and other means for solving the
problem are also constraints.
problem definition
z The activities leading to a problem
definition can be summarized as follows:
(a) observing and describing,
(b) explaining and predicting, and
(c) identifying and formulating goals and
objectives.

“A Problem Well Defined is
a Problem Half Solved”
四聖諦—苦集滅道
１．苦諦，即世間有漏之果；是說明人生多苦的真
理，人生有三苦、八苦、無量諸苦，苦是現實宇
宙人生的真相。
２．集諦，即世間有漏之因；是說明人生的苦是怎
樣來的真理，人生的苦是由於凡夫自身的愚痴、
無明，和貪欲、瞋恚等煩惱的掀動，而去造作種
種的不善業，結果才會招集種種的痛苦。
３．滅諦，出世無漏之果；是說明涅槃境界才是多
苦的人生最理想、最究竟的歸宿的真理，因為涅
槃是常住、安樂、寂靜的境界。
４．道諦，出世無漏之因；是說明人要修行八正道，
才能達到苦滅之境，和證得涅槃之真理。

四聖諦
z 此四聖諦括盡世出世間的兩種因果；即苦與集表示迷妄世
界之果與因，而滅與道表示證悟世界之果與因。
z 四聖諦是治療苦惱的原理，如同醫生治療人們肉體上的病
一樣。
z 首先，苦是現實的苦，相當於肉體上的病狀；
z 集是苦的原因，相當於病因；
z 滅是苦消滅後的理想狀態，就是無病時的健康狀態；
z 道是達到理想狀態的正確方法，等於醫生治療病人所用的
種種方法（如藥物、手術、休息、寧靜、復健等等）。
z 同理，為治療人們精神上的病（苦）；首先要正確了解苦
的性質（病因、病狀），才能選擇理想的方法（治療方
法），然後趨向實踐（治療），以達到理想的狀態（恢復
健康）。
資料來源：設計方法研究室2004
佛教的基本教義
z 四聖諦
z 佛陀在菩提樹下修道時所悟出的道
理
z 世間與出世間之因果
z 包括苦,集,滅,道四種道理
資料來源： http://www.hkedcity.net/resources/ppt/ppt_browse.phtml?type=list&res_cat_id=6965 設計方法研究室2004

苦諦 - 世間苦果
(一切眾生由於未能斷除煩惱所飽歷的痛苦)
五
生
z 媼熾盛苦
z 不得苦
z 憎會苦
z 別離苦
z苦
z苦
z苦
z苦
集諦 - 世間苦因
貪
z煩惱
z煩惱
z煩惱
滅諦-出世間樂果道諦-出世間樂因
z 依循佛陀指示去修 z 斷除苦因後得到解脫
習,便根絕一切煩 z 包括三種方法
惱 z 戒 (約束)
z定 (禪定)
z 慧 (辨別是非善惡)

四聖諦的法則
z 第一聖諦就叫苦諦，
z 第二聖諦叫做集諦，是說明苦是有原因的，
z 第三聖諦叫做滅諦，是說苦的原因，都是
可以消滅掉的，
z 第四聖諦叫做道諦，則具體的舉出滅苦之
道，就是要持戒、修定、開慧。
The “Innovation Process”
THREE MAIN COMPONENTS and Six Specific Stages
Adapted from “Creative Approaches to Problem Solving” (1994) Isaksen, et al.

Basic Steps in Problem Solving.
z You decide you want to solve the
problem.
z You get information about the problem.
z You need to understand the problem.
z You find a solution.
z You implement the solution.
The Innovation Process is very similar –
but is fundamentally different from most
linear single solution focused methods.
Den Black - Creativations
(716) 689-6885
Innovative Project Management 8/25/02
Preparation of Design Problems
z Design problems are usually complex, in as
much as they have several goals, many
constraints and an even greater number of
possible solutions.
z In designing a new product, you will be
trying to
z satisfy the needs of a wide range of customers,
z exploit to the full the abilities of sales, marketing and
distribution channels,
z fit in with existing manufacturing facilities and
suppliers and
z end up making a profit for the company.
z Defining a design problem to take account of all
of this takes a lot of preparation.
資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 86 設計方法研究室2004
Why is it a problem?
z Exploring, expanding and defining a problem
seeks answers to several questions.
z Exactly what problem is it that you are trying to
solve?
z Why is it a problem?
z Is it apart of a bigger or more general problem?
z Would solving this more general problem also
solve the immediate problem?
z Is, therefore, the immediate problem the best
problem to be tackling?

three key characteristics
z What is the ideal solution to the problem?
z What is it about this solution that makes it ideal?
z Is this solution ideal only in particular
circumstances and if so, what are these
circumstances?
z The answers to these questions should
establish three key characteristics of the
problem:
1. the problem goal,
2. the problem boundaries and
3. the problem gap.

problem definition
z This exploration of the problem aims to reach a
simple, concise and workable definition.
z It should specify the problem goal sufficiently so
that you know when a solution has been found.
z It should also allow potential solutions to be
compared and ranked according to how well
they solve the problem.
z The problem definition must also define the
problem boundaries.
z These define the limits of acceptability for
potential problem solutions.

商品機會分析
Product planning
z 發掘一個商品機會、
z 進行市場研究、
z 分析競爭產品、
z 提出一個新產品設計案以及
z 草擬機會規範和設計規範。

Product planning
z 產品企劃是開發新產品作業活動中最困難的項
目之一。
z 它可能令你感到挫折，你可能會有嚴重的無力感，
不曉得如何去研究和明確定羲你尚未開始設計的
產品。
z 大多數的設計師都渴望立刻以草圖和模型將新產
品實現出來。
z 因此產品企劃需要設計師有自律的能力。
z 你必須花時間徹底和謹慎企劃產品，如此成功的
機會才能較大，
z 而且在產品開發當中可以省去大量的麻煩。

positioning of the company’s
products
z 產品企劃始於公司的產品開發策略，
z 最後終於新產品的設計規範。
z It proposes how that company plans to turn
product innovation into business success.
z It describes the positioning of the company’s
products in the market and thereby determines
the sort of new products the company seeks to
develop.
z In short, it sets the ground rules for product
innovation.

四個主要階段
z 產品開發策略，指出產品企劃的一般方向
和建立產品開發目標。
z Stimulus，促成某一特殊產品進入開發的刺
激，稱為product trigger(產品開發原動力)。
z 產品機會和限制的研究。
z 新產品提案明確及合理的 (specified and
justified) 定出。

Evidences for justification
z 從 the innovation strategy 到 the design
specification，所採取的手段，不同產品之
間與不同公司之間的差異很大
z Boeing or Chrysler would, understandably
require more evidence to justify their
commitment of billions of dollars to
develop their new product than Stanley
Tools would require for their commitment
of $150 000

Manager and designer
‘Prove to me that the product is going to
succeed and I will approve its design,’ say
the company management.
z ‘Let me design the product and I will
prove it will succeed,’ replies the designer.
z The way out of it, set a target
specification for the new product.

different perspectives on規範訂定
z 管理階層最有興趣的是，這個產品和現有產品
的差異有多大，以及此一差異性是否可以帶來
商業機會。
z 對於設計師而言，詳細的規範有助於描述新產
品應有的特點和如何實踐這些特色。
z 另一個不同點是管理階層會訂定商業目標並確
實遵循。除非你能對新產品的商業機會有清晰
的輸廓概念，否則you may simply end up
with a solution looking for a problem. Bad
news for business! 這對商業而言不是好的消
息。
規範的彈性
z 另一方面，設計師常希望規範能有相當程度的彈性。
z 對於某些特殊技術目標的期望，有賴於對某
一範圍內可能解答案的假想。舉袖珍(compact)照相
機的例子來說，
z 它的設計通常會規範照相機可以耐用好幾年而不會
損壞。這個規範乃是基於不包括使用一次就丟掉的
照相機的可能性假設。
z 在設計過程中，新解答出現的現象是非常普遍的。
z 要設計師百分之百遵守原訂的目標，可能會排除許
多新的和可能是較好的解答構想。

1st levels of commitment：機會規範
z 首先是對產品商業目標的承諾(commitment)。
z 這些商業目標必須針對市場上已確認的商業機會。
z They must specify what the product must achieve,
in business terms, to exploit that opportunity.
z They must also present a financial justification for
the proposed investment in developing the new
product.
z The document containing these business
objectives is called an ‘opportunity specification’
機會規範.

2nd levels of commitment：設計規範
z Secondly, commitment must be made to a more
flexible specification of the specific technical
features of the new product.
z These technical features, regardless of how they
may be modified during product development,
must always remain sufficiently focused to
ensure that the agreed business objectives are
met.
z This technical description of product objectives
is called a ‘design specification’.

區分機會規範和設計規範的好處
z It forces attention to be focused firmly on the
business objectives presented by the new
product before getting carried away by how
exciting the design opportunities are.
z It can streamline decision-making. Senior
management content to approve the business
objectives described in the opportunity
specification.
z then delegate responsibility for technicalities of
the design specification to the product
development team..
區分機會規範和設計規範的好處
z Most importantly, it achieves a nice
balance between effective quality control
and innovative freedom.
z Provided the technical specification
remains faithful to the business objectives,
z it can be changed, if necessary, to take
account of new ideas which emerge
during the product design process

機會規範和設計規範
z 機會規範不需要訂出新產品造形或機能的細節。
z 它只要確認出所要發掘的商品機會和相關的成本
與利益。
z 新產品要如何設計去掌握此一機會可以留在
稍後階段。
z 另一方面，設計規範則需要提供特定的設計目標
z 它必須包含足夠的細節，讓設計師可以知道該開
發產品是否適合它所要達到的目標。

z The opportunity specification is prepared at the
very start of the product development process.
z It makes the case to management that there is
a viable business opportunity to be exploited,
even though it is not yet known what design
features the new product will have.
z Approval of this opportunity specification allows
concept design to be completed with the aim of
developing a set of functional and styling
principles which exploit the specified opportunity.

z Once these design principles are
established, the product can be specified
in more detail.
z Specific design targets can sensibly be
produced now that it is known what type
of product is going to be developed.
z In other words, the design specification
can be written after concept design is
complete.
機會規範
z 確保產品開發的承諾:機會規範必須完成兩項機
能，它必須描述該機會和以商業觀點加以辨明。
z 一個令人滿意的機會規範必須說明該商業機會
必定具有會替公司帶來利益的遠景。
z 要達到獲利的目標，產品銷售量必定達到充份
的數目，能超過它的開發成本。
z 產品要銷售出去必須比現有產品提供更多的利
益。
z 要提供這種利益，新產品和兢爭者必定要有重
大的產品差異性。

core benefit proposition
z 機會規範的內容的核心部份是一個稱為「核心
利益提案」，它說明了消費者所認為比競爭者
優越而願意購買的利益所在。
z The core benefit proposition should be a
simple common sense statement describing
the advantage the product will have relative
to others in the market.
z It should be the sort of statement that
customers would understand, and may,
indeed, form the main advertising line for
subsequent marketing of the product.
機會規範的詳細內容
z 它必須描述所有決定產品在商業成功的所
有因素。
z Given that the product has the advantage
specified in the core benefit proposition,
how does it compare
z in terms of other aspects of function,
z in terms of price or
z in terms of appearance.

機會規範
z 各位應牢記在心的是機會規範並不需要完全加以
量化，這些條件可以留在稍後的設計規範中再予
訂定。
z It should be quite sufficient to relate to other
products on the market.
z So, the new product will be better than
competitor A, will include listed features from
competitors B, C and D, and, as we have said
above, it will be priced no higher than the 75th
percentile of all competing products.

機會規範
z Also, the opportunity specification does
not need to be a comprehensive list of all
aspects of the new product.
z It just needs to cover the key factors in
making the product a commercial success.

Opportunity justification
z The Justification of the core benefit Proposition
z 這個部份主要和財務問題有關。但首先我們討論
和財務較不相關的層面。這些考量和公司的製造
生產、配送、市場和銷售新產品的能力有關。
z 如果它們之中有可能出現問題或需要全新的流程，
那麼這個因素就非常重要了。
z 此一產品是否牽涉到新的製造或組裝流程?
z 它是否可以應用現有的方法去進行品質管制?產
品的搬運或配送有沒有問題?
z 它是否可以經由目前的經銷和門市管道販賣出去?
z 目前的市場行銷是否適當?

財務驗證的四個層面
1. 產品的變動成本(variable costs)為何? 即是製造
生產、配送和銷售每單位產品所需的各種成本。
因為它們和銷售數量成比例，因此稱為變動成本
2. 產品的固定成本(fixed costs)為何?這些是設計和
開發產品，發展機具和製造設備所需的成本。因
為它們不會因銷售數量而改變，因此稱為固定改
本。
3. 產品的目標價格為何?它的利潤有多少?
4. 產品的銷售生命週期預估有多長?從現在開始，多
久才能平衡固定戌本?多久才能開始有利潤回收?
在整個產品銷售生命週期中，預期有多少利潤?
Researching and analyzing
z 研究的目的在於確認、評估和驗證商品機會。
z The guiding principle in all product planning is
that a product opportunity is satisfactory when
it confirms the commercially viability of the
product and demonstrates consistency with
the company’s product development strategy.
z 所提議的新產品必須對於增進公司的產品開發
目標有所助益，
z 這一點也當然要和公司的企業策略一致。這個
產品必須對公司目標有所幫肋，而且要忠於公
司宗旨。
產品機會的資訊來源
z 顧客的需求和期望，這些資訊可以由「市
場需求研究」獲得。
z 由「競爭產品分析」所獲得的現有產品競
爭力資訊。
z 由「技術評估」所獲得的新產品設計和製
造之技術資訊。

significant business opportunity
z A significant business opportunity exists only
when there is an identifiable difference between
i) the demands and wishes of customers and
ii) the products offered by competitors.
z This business opportunity can only be exploited
when the available technology allows a product
to be made which satisfies the previously
unsatisfied market demands.

Product trigger: market pull
z Market pull refers to the demand by the market
for a product or product features not currently
offered by your company.
z This market pull may be recognized in two ways.
z Firstly, competing products may be edging
ahead of your present products, creating a
market demand for you to enhance your
products in order to catch up.
z Secondly, there may be market needs not
currently satisfied by any existing product.

Product trigger: technology push
z Technology push refers to the availability of a
new technology creating an opportunity for
product innovation.
z This new technology could be a new material, a
new manufacturing process or a new design
concept.
z 經由研究發現，市場垃力所導致的產品商
業成功率，是技術推力所導致的產品成功率的三
倍

產品企劃程序
z 如果產品企劃是由技術推力所引發，
我們需要去探索此一技術所能帶來的商業機會。
z 此一作業需要市場需求研究和競爭商品分析，
z 如果我們由市場垃力進行產品企劃，則需要找出
能夠滿足該商業需求的產品，
z 我們需要技術研究，而且可以由競爭產品分析加
以啟發靈感。

設計師應記住兩件重要的事
z 產品企劃做得越好，產品成功的機會越大。
z 產品企劃所花的時間越多，稍後在產品發
展階段所節省的時間越多。

competing product analysis
z It is usual to start analyzing competing products
before researching markets.
z This can give the subsequent market research a
much clearer focus and allow more structured
and meaningful questions to be asked to
potential customers.
z To describe the variety of ways existing products
will compete with the proposed new products.
z To identify or evaluate opportunity for
innovations.
z To set targets which the new product must meet
in order to compete effectively.

problems of competing product
analysis
1. Deciding what constitutes a competing
product.
2. Establishing what characteristics of
competing products to study.
3. Deciding what criteria to use to set
targets for the new product.

1. what constitutes a competing
product
z Deciding what constitutes a competing
product is not be as straightforward as it
might seem
z A Rolls Royce, for example, may safely be
concluded not to compete with a compact,
economy car.

where to draw the line
z where to draw the line on competing products
should be firmly based on market forces.
z The choices customers face when making a
purchasing decision will obviously depend upon
the range of products stocked in the target sales
outlets for your proposed new product.
z These ‘stocked’ competitors must, therefore, be
the focus for all competing products analysis.

2.Judgment for characteristics
z Judgment is also needed in deciding what

characteristics of competing products to study.
z What you want to know about competing
products obviously depends upon how you
see these products competing with your
proposed new product.
z If the company’s strategy is to produce basic,
low price products, then the price of
competing products and the design factors
which determine their cost of manufacture
will be of greatest importance.
3. Setting targets
z Setting targets, as described earlier, is the
main aim of product planning.
z In preparing an opportunity specification,
the type of targets you need to set are
those of relevance to the business
performance of the proposed new product.
z These generally amount to price and
measures of product value

Market needs research
z Market needs research can be based on
four main sources of information:
z In-house market intelligence

z Library research
z Qualitative market surveys
z Quantitative market surveys.

Ways of identifying 技術機會
Technological opportunities can be identified in
four ways, ranging from specific to general:
Competing products analysis
Competing product analysis is a good way to
make sure you do not fall behind your
competitors
Benchmarking
Benchmarking , explores leading edge
technologies currently used in all market
sectors. This reveals the state-of-the-art, as it
is currently used anywhere in manufacturing.

Ways of identifying技術機會
Technology monitoring
Most emerging technologies are extensively
covered in specialist exhibitions, conferences,
magazines, journals and books.
Technology forecasting
tries to anticipate future technological trends.
Even in rapidly changing technologies, the
trends may be predictable and can be used to
set targets for future new product development
and to anticipate likely changes in competing
pressures

20080701 230 設計問題分析與商品機會分析

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設計問題分析 & 商品機會分析

資料來源： Roozenburg 1995，產品設計，張建成譯 p. 125 設計方法研究室2004

資料來源： Roozenburg 1995，產品設計，張建成譯 p. 126 設計方法研究室2004

資料來源： Roozenburg 1995，產品設計，張建成譯 p. 126 設計方法研究室2004

資料來源： Roozenburg 1995，產品設計，張建成譯 p. 126 設計方法研究室2004

資料來源： Roozenburg 1995，產品設計，張建成譯 p. 127 設計方法研究室2004

資料來源： Roozenburg 1995，產品設計，張建成譯 p. 128 設計方法研究室2004

資料來源： Roozenburg 1995，產品設計，張建成譯 p. 128 設計方法研究室2004

資料來源： Roozenburg 1995，產品設計，張建成譯 p. 129 設計方法研究室2004

資料來源： Roozenburg 1995，產品設計，張建成譯 p. 129 設計方法研究室2004

資料來源： Roozenburg 1995，產品設計，張建成譯 p. 129 設計方法研究室2004

資料來源： http://www.hkedcity.net/resources/ppt/ppt_browse.phtml?type=list&res_cat_id=6965 設計方法研究室2004

資料來源： http://www.hkedcity.net/resources/ppt/ppt_browse.phtml?type=list&res_cat_id=6965 設計方法研究室2004

Adapted from “Creative Approaches to Problem Solving” (1994) Isaksen, et al.

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 86 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 86 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 86 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 159 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 159 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 160 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 160 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 161 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 162 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 162 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 162 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 163 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 163 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 164 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 164 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 164 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 165 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 165 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 165 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 166 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 168 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 168 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 169 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 169 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 169 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 170 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 170 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 171 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 171 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 171 設計方法研究室2004

z Judgment is also needed in deciding what

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 171 設計方法研究室2004

z In-house market intelligence

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 172 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 176 設計方法研究室2004

資料來源： Baxtor，1995，產品設計與開發，張建成譯 p. 176 設計方法研究室2004

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