電子科技的普及，連帶牽動3C產品的持有率與需求不斷提升，各企業都推陳出新多元化的新產品。而使用族群的多元化使得設計師難以掌握使用者對產品真正需求，可能導致產品生命週期的縮減。 本研究選定「智慧型手機（Smart Phone）」作為目標產品，經由相關文獻與問卷蒐集市面產品與使用者需求屬性，並運用模糊聚類分析來建立層級架構與產品使用評判準則之關聯性，取得「實用機能性」、「經濟價值性」、「造形美感性」、「安全容錯性」及「人因操作性」五組影響需求因子。運用模糊理論於產品評價上，並輔以案例分析來驗證本研究之評價系統的效用性與誤差性，並進行決策準則之擇優評判，確立模糊理論應用在評價上的適確性。 發現智慧型手機不管在任何機型上，在「實用機能性」、「經濟價值性」、「造形美感性」佔有很重大的影響因素存在，而「安全容錯性」及「人因操作性」兩構面，在決策面向上，雖有重要取向其權值卻不如前三者容易評判。故生產者一方須掌握實用性與經濟性重要關鍵外，在造形性上設計師則扮演重要之角色。 General prevalence of electronic technology brings up the possessing and demand of 3C products continuously. Many companies in the related industries roll out latest design and diversified products, and the situation makes further diversification of users. One of the problems is with the designer that they have difficulty in touching the heart of users and pinpointing their needs. The results may lead to short product life cycle. In this research, Smart Phone is targeted and after literature exploration and questionnaire survey for the attributes of products available in the market and of the users. Then Fuzzy Clustering Analysis is applied to establish hierarchical structure and product uses evaluation rules. After the processing and analysis, 5 factors affecting demand are emerged, Practical Function, Economy & Value, Styling Aesthetics, Safety and Fault Tolerance and Human Factor Operability. Fuzzy theory is applied in product evaluation and supported with case analysis to verify the effectiveness and deviation of the evaluation system of this research. Decision making rules are employed to ascertain the appropriateness of applying Fuzzy Theory in evaluation. It is found that with smart phone, practical functionality, economy & value and styling aesthetics are with heavy weight as far as affecting factor is concern, safety & fault tolerance and human-factor operability, while are very important in decision making, the weights are less than the former three. So, manufacturer shall emphasize on the key factors of practicality and economy, designers are playing important role in styling.
