科技的發展帶動商業創新，從Xerox的案例中就發現，若以產品的思維進行創新，多半都會失敗，因此商業模式越來越多人提起。普遍認為商業模式是創造、傳遞、獲取價值的途徑，說明一間企業是如何獲利的。而商業模式創新說明企業應該以更宏觀的視角看待創新，揮別過去的產品思維，但是學者們對於商業模式創新並無統一的架構，部份的人認為應該研究成功的案例視為效仿的楷模，著重在結果；有些人認為應該研究一間企業是如何創造全新的商業模式，著重在過程。本研究認為以結果做為學習會產生路徑依賴的問題，因此認為過程才是企業該培養的整合性能力。
本研究將過往文獻提及的商業模式分類與流程進行整合，因為企業的種類繁多，創新的規模也不同，透過分類能提供企業適合自己的選項，並導入相對應的商業模式創新流程。本研究針對正在創新中的企業進行深度訪談，探討過程中所會面對的挑戰，透過案例進行試探性的整合，針對最常見的企業創新類型進行分析，提供創新所需的核心挑戰與核心能力。最後針對不同的創新類型，提出能做為不同創新類型之間的橋樑，避免企業在創新過程中過於封閉，能提升整體的彈性。

The development of technology has driven business innovation. From the case of Xerox, researchers found that if innovation is made with product thinking, most of them will fail. So business model is increasingly being mentioned. Generally, people think business model is a way to create, deliver, and gain value, and tells how a company makes a profit. Business model innovation shows that enterprises should view innovation from a broader perspective and give up the domain of product thinking. However, scholars don’t have a consistent architecture for business model innovation. Some scholars think successful cases should be considered as models to imitate, focusing on the results; others think how a company creates a new business model is important, focusing on the process. This study believes that see business model innovation as a result will cause the problem of path-dependent behavior, therefore, the process is the integrative ability that enterprises should possess.
This study integrates the classification of business model innovation and process mentioned in the previous literature. Because of the variety of enterprises and the scale of innovation, the classification can provide the enterprise with the right options and introduce the corresponding business model innovation process. This study uses in-depth interview with company that is innovating, explores the challenges they face in the process. Depending on case to reach exploratory integration. Analyze the most common types of business innovation and provide the challenges and core competencies needed for innovation. Finally, for different types of innovation, the study provides a concept to be a bridge between different types of innovation, to avoid the enterprise being too closed in the process innovation, and to enhance the overall flexibility.

一、 緒論 1
1.1 簡介 1
1.2 動機 1
二、 文獻探討 3
2.1 商業模式的定義 3
2.2 商業模式分層 4
2.3 既有企業與新創企業的創新差異 6
2.4 商業模式創新之因子與義涵 9
2.5 商業模式創新類型 12
2.6 商業模式創新流程 15
三、 研究方法 21
3.1 個案研究 21
3.2 科技之選擇 22
3.2.1技術之潛力 22
3.2.2技術之商業模式發展不成熟 23
3.2.3擴增實境（AR）之發展歷 24
四、 研究分析 26
4.1 Y公司簡介 26
4.2 訪談題目與受訪對象 26
4.3 內容分析 28
五、研究結果 44
5.1 結論 44
5.2 研究限制與未來發展 46
參考文獻 47
附錄1　商業模式創新定義回顧 52

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