突破式服務創新可以讓企業創造出很 大的價値與競爭優勢，然而，過往有關這 方面的個案研究在台灣並不多見。本研究 即針對此一議題，選擇PChome的「24小時 購物」突破式服務創新，就其發展與管理 進行深入探討，主要結論包括：（1)服務業 的突破式創新與大部分製造業的突破式創 新截然不同，往往是以流程創新為先，在 新的顧客互動方式及新的服務系統等「一 次到位」之後，才能提供突破式的創新服 務；（2)突破式服務創新的歷程，可視為一 種探試與學習的過程，在此過程中，無法 透過服務原型先行測試，而是透過一連串 的探試與學習，最終完成創新服務的全 貌；（3)在突破式服務創新發展的初期階段 中，面對高度的不確定性，必須仰賴直覺 或不斷重複地探試與學習，讓經驗與知識 持續地累積，而不適合依照傳統的市場分 析方式進行；（4)突破式服務創新較可能從 特定的顧客需求中孕育而生，且需等相關 的配套系統「一次到位」之後，才會產 生；（5)突破式服務創新的價値傳遞方式不 僅透過内部的個人、組織、文化及科技傳 遞，亦透過外部合作夥伴的配合傳遞。

Radical service innovation can substantially benefit corporations and give them a competitive advantage. However, few previous studies have investigated these crucial issues in detail. This study explored the development and management of radical service imovation. A case study approach was adopted and PChome 24-hour online shopping was selected as the research subject. The findings revealed that radical innovation in the service sector is completely different firom most of that in the manufacturing sector. Process innovation is usually the first priority in the service sector, and radical service innovation can occur only after all new ways of customer interactions and new service subsystems are once in place. Additionally, before the service is launched, the firm cannot prototype the service, and the process of innovation and market development can be seen as a process of probing and learning. Traditional marketing research and analysis are thus not suitable during the early stages of new service development. It needs to rely on intuition or probing and learning repeatedly so that the experiences and knowledge can be accumulated. Furthermore, radical service innovation may emerge from customer requirements, and can only occur after all subsystems, infrastructure, and technological investments are once in place. Finally, the ways of value delivery are not only through the personnel, organization, culture, and technology of a firm, but also through cooperation with partners outside the firm.