## 3 Proposed Method  
### A Two-Dimensional Coordinate System for Classifying Different Technological Opportunities  
The problem-oriented process for innovative designs states that solving simple problems and solving inventive problems use different techniques for generating solutions [42]. As a result, inventions show a differentiated creativity, depending on whether they are produced by creative methods or not. To control costs or respond quickly to market changes, designers are asked to solve simple problems by optimizing present technologies. This task can utilize personal experience or company internal knowledge. Therefore, this type of design activity leads to technological opportunities for lower inventions. The TRIZ (theory of inventive problem solving) defines inventive problems as technical problems that are difficult to clarify, analyze, and solve [42]. It is often said that an accurate definition of a problem solves 90 percent of problems. Scholars have suggested listing as many attributes of a product as possible, as the plausible root causes of product problems using a problem explorer [43], function/attribute analysis [44], ideal final result [45], and the Cynefin framework [46]. Since the studies above suggest leaps and intuitive thinking rather than a synthetic methodology, and recommend using fewer resources or existing technology to solve difficult problems, the quality of the creative ideas looked for is uneven. Hence, inventions created from these types of design activities cannot reach a high innovation level effectively, and they are more in line with the technological opportunities for incremental innovation. According to [PERSON] [47], disruptive inventions come from markets where mainstream products have not maintained innovation. [PERSON] and [PERSON] [48] pointed out that a disruptive invention is a technology, product, or process that typically offers lower performance and less functionality. [PERSON] et al. [49] generated disruptive inventions by achieving a different package of function and performance features from the existing product. Thus, the introduction of new technology is the main means of facilitating disruptive inventions. Since disruptive inventions are initially developed for low-end customer needs, which can be acquired from market research and observation, a problem-oriented approaches are more in line with the features of the simple problems. Therefore, using new technology to cope with simple problems leads to technological opportunities for disruptive inventions. This research studies another high-creativity invention, which aims to improve product performance greatly [50]. In the problem definition of radical inventions (RIs), what daunts both designers and entrepreneurs is whether a product and the timing is suitable for RIs, which product performance improvement has the potential to disrupt the current market, and whether there is room for substantial improvement [51]. Thus, RIs face inventive problems [42]. The design process for RIs based on innovation knowledge management emphasizes that technology that has been developed in other fields but not applied in the current field is the best option for use as innovative knowledge to solve inventive problems [52]. Therefore, technological opportunities produced by relatively new and cross-domain technology focusing on inventive problems are considered for RIs. In general, there are two important indicators to distinguish technological opportunities for RIs. The first is the value of difficulty (VOD) of the problems solved, and the other is the value of technological novelty (VON) of the new technology applied. Hence, technological opportunities are categorized in a two-dimensional coordinate system in this research, with the y-axis representing VOD and the x-axis representing VON, as shown in Figure 1. Technological opportunities in quadrant I appear when dealing with simple problems using optimized present technology. Technological opportunities in quadrant II arise when using new technology to cope with simple problems.