2017年08月15日全國無預警發生大規模停電（815全台大停電），使得許多商家暫停營業，加上停電時間是通勤尖峰時刻，民眾生活也大受影響，嚴重引起社會喧嘩；台灣缺電問題日益嚴重，每逢夏季就是台灣用電量急遽增加時候，每年用電量已日益攀升，政府實施的限時限電政策，根本是無法解決根本問題，可見台灣備電量嚴重不足有潛在風險；而台灣電力公司欲提升發電率，需加深海上航道浚挖，以便煤輪可裝滿載原物料供燃料發電，因目前海上航道不利於煤輪運輸原物料，因此，海事工程尤為重要。
依此目的，本研究挑選個案公司已在台灣海事工程深耕多年，擁有經驗豐富國際專業團隊，首先，針對個案公司的過往以商業模式帆布圖分析，再以商業模式圖為基礎探究商業模式再創新四要素，瞭解個案公司利用政府機關投標方式改變（外部因素）、承攬方式改變（內部因素），進而創新商業模式；最後，本研究聚焦於價值共創特性，利用DART模型勾勒個案公司在商業模式創新前後的差異，利用商業模式再創新四要素設計，其中以價值共創四項基礎對話-獲取-風險評估-透明度，來分析關鍵資源與關鍵夥伴；本研究希冀研究發現可協助組織發展價值共創下的創新商業模式。

The purpose of this research was to discover events of Value Co-creation during the first most advantageous tender in Taiwan marine construction industry. This research aim to investigate how a traditional construction company adapt to a business model innovation while facing a different tendering procedures, also explore how value was created and shared between the partnership by DART model.
In the result of discussion, applying DART model with four elements of reinventing business model, it comes out with two major findings: First, the current marine construction industry in Taiwan is dedicated on competition rather than co-creation, which resulting in unnecessary resource consumption. Second, in this case the partnership is a stronger relationship than contractor and sub-contractor, the values are created together through complement of the strengths and advantages of companies.
This research provides some discussions for an oligopoly industry like marine construction to have a reference basis on reinventing business model through value co-creation with other companies. Furthermore, to create more discussion or researches due to the limitation of this research is highly based on Hung-Hua perspective.

Abdelkafi, N., Makhotin, S., & Posselt, T. (2013). Business model innovations for electric mobility—what can be learned from existing business model patterns? International Journal of Innovation Management, 17(01), 1340003.
Albinsson, P. A., Perera, B. Y., & Sautter, P. T. (2016). DART scale development: Diagnosing a firm’s readiness for strategic value co-creation. Journal of Marketing Theory and Practice, 24(1), 42-58.
Amit, R., & Zott, C. (2001). Value creation in e‐business. Strategic management journal, 22(6‐7), 493-520.
Amit, R., & Zott, C. (2012). Creating value through business model innovation. MIT Sloan Management Review, 53(3), 41.
Aoki, K., & Lennerfors, T. T. (2013). GLOBAL BUSINESS The New, Improved Keiretsu. Harvard Business Review, 91(9), 109-+.
Armstrong, G., Adam, S., Denize, S., & Kotler, P. (2014). Principles of marketing: Pearson Australia.
Aspara, J., Hietanen, J., & Tikkanen, H. (2010). Business model innovation vs replication: financial performance implications of strategic emphases. Journal of Strategic Marketing, 18(1), 39-56.
Aspara, J., Lamberg, J.-A., Laukia, A., & Tikkanen, H. (2013). Corporate business model transformation and inter-organizational cognition: the case of Nokia. Long range planning, 46(6), 459-474.
Berglund, H., & Sandström, C. (2013). Business model innovation from an open systems perspective: structural challenges and managerial solutions. International Journal of Product Development, 18(3-4), 274-285.
Boulton, R., Libert, B., & Samek, S. M. (2000). Cracking the Value Code: How successful businesses are creating wealth in the New Economy: HarperBusiness New York.
Bucherer, E., Eisert, U., & Gassmann, O. (2012). Towards systematic business model innovation: lessons from product innovation management. Creativity and Innovation Management, 21(2), 183-198.
Casadesus-Masanell, R., & Ricart, J. E. (2010). From strategy to business models and onto tactics. Long range planning, 43(2), 195-215.
Casadesus‐Masanell, R., & Zhu, F. (2013). Business model innovation and competitive imitation: The case of sponsor‐based business models. Strategic management journal, 34(4), 464-482.
Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin‐off companies. Industrial and corporate change, 11(3), 529-555.
Drucker, P. (2014). Innovation and entrepreneurship: Routledge.
Foss, N. J., & Saebi, T. (2017). Fifteen years of research on business model innovation: How far have we come, and where should we go? Journal of management, 43(1), 200-227.
Frow, P., McColl-Kennedy, J. R., & Payne, A. (2016). Co-creation practices: Their role in shaping a health care ecosystem. Industrial marketing management, 56, 24-39.
Gale, B., & Wood, R. C. (1994). Managing customer value: Creating quality and service that customers can see: Simon and Schuster.
Giesen, E., Berman, S. J., Bell, R., & Blitz, A. (2007). Three ways to successfully innovate your business model. Strategy & leadership, 35(6), 27-33.
Gordon, S., Tarafdar, M., Cook, R., Maksimoski, R., & Rogowitz, B. (2008). Improving the front end of innovation with information technology. Research-Technology Management, 51(3), 50-58.
Grönroos, C., & Voima, P. (2013). Critical service logic: making sense of value creation and co-creation. Journal of the Academy of Marketing Science, 41(2), 133-150.
Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard Business Review, 86(12), 57-68.
K. Paswan, A., D'Souza, D., & K. Rajamma, R. (2014). Value co-creation through knowledge exchange in franchising. Journal of Services Marketing, 28(2), 116-125.
Lambert, S. C., & Davidson, R. A. (2013). Applications of the business model in studies of enterprise success, innovation and classification: An analysis of empirical research from 1996 to 2010. European Management Journal, 31(6), 668-681.
Lanning, M. J., & Michaels, E. G. (1988). A business is a value delivery system. McKinsey staff paper, 41(July).
Magretta, J. (2002). Why business models matter.
Markides, C. (2006). Disruptive innovation: In need of better theory. Journal of product innovation management, 23(1), 19-25.
Meert, K. L., Briller, S. H., Myers Schim, S., Thurston, C., & Kabel, A. (2009). Examining the needs of bereaved parents in the pediatric intensive care unit: a qualitative study. Death studies, 33(8), 712-740.
Mitchell, D., & Coles, C. (2003). The ultimate competitive advantage of continuing business model innovation. Journal of Business Strategy, 24(5), 15-21.
Mitchell, D. W., & Bruckner Coles, C. (2004). Business model innovation breakthrough moves. Journal of Business Strategy, 25(1), 16-26.
Morris, M., Schindehutte, M., & Allen, J. (2005). The entrepreneur's business model: toward a unified perspective. Journal of business research, 58(6), 726-735.
Osterwalder, A. (2015). Value proposition design: Edizioni LSWR.
Osterwalder, A., & Pigneur, Y. (2002). An eBusiness model ontology for modeling eBusiness. BLED 2002 Proceedings, 2.
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers: John Wiley & Sons.
Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005). Clarifying business models: Origins, present, and future of the concept. Communications of the association for Information Systems, 16(1), 1.
Parker, G. G., Van Alstyne, M. W., & Choudary, S. P. (2016). Platform Revolution: How Networked Markets Are Transforming the Economyand How to Make Them Work for You: WW Norton & Company.
Parmentier, G., & Mangematin, V. (2014). Orchestrating innovation with user communities in the creative industries. Technological forecasting and social change, 83, 40-53.
Patton, M. Q. (2005). Qualitative research. Encyclopedia of statistics in behavioral science.
Payne, A. F., Storbacka, K., & Frow, P. (2008). Managing the co-creation of value. Journal of the Academy of Marketing Science, 36(1), 83-96.
Porter, M. E., & Millar, V. E. (1985). How information gives you competitive advantage. In: Harvard Business Review Cambridge, MA.
Prahalad, C. K., & Ramaswamy, V. (2004a). Co-creating unique value with customers. Strategy & leadership, 32(3), 4-9.
Prahalad, C. K., & Ramaswamy, V. (2004b). Co-creation experiences: The next practice in value creation. Journal of interactive marketing, 18(3), 5-14.
Prahalad, C. K., & Ramaswamy, V. (2004). The future of competition: Co-creating unique value with customers: Harvard Business Press.
Ramaswamy, V., & Gouillart, F. (2010). Building the co-creative enterprise. Harvard Business Review, 88(10), 100-109.
Ramaswamy, V., & Gouillart, F. J. (2010). The power of co-creation: Build it with them to boost growth, productivity, and profits: Simon and Schuster.
Ramirez, R. (1999). Value co‐production: intellectual origins and implications for practice and research. Strategic management journal, 20(1), 49-65.
Ranjan, K. R., & Read, S. (2016). Value co-creation: concept and measurement. Journal of the Academy of Marketing Science, 44(3), 290-315.
Rokeach, M. (1973). The nature of human values: Free press.
Russo-Spena, T., & Mele, C. (2012). “Five Co-s” in innovating: a practice-based view. Journal of Service Management, 23(4), 527-553.
Santos, J., Spector, B., & Van der Heyden, L. (2009). Toward a theory of business model innovation within incumbent firms. INSEAD, Fontainebleau, France.
Teece, D. J. (2010). Business models, business strategy and innovation. Long range planning, 43(2), 172-194.
Timmers, P. (1998). Business models for electronic markets. Electronic markets, 8(2), 3-8.
Treacy, M., & Wiersema, F. (1995). How market leaders keep their edge. Fortune, 131(2), 52-57.
Vargo, S. L., & Lusch, R. F. (2004). Evolving to a new dominant logic for marketing. Journal of marketing, 68(1), 1-17.
Vargo, S. L., & Lusch, R. F. (2016). Institutions and axioms: an extension and update of service-dominant logic. Journal of the Academy of Marketing Science, 44(1), 5-23.
Voelpel, S. C., Leibold, M., & Tekie, E. B. (2004). The wheel of business model reinvention: how to reshape your business model to leapfrog competitors. Journal of change management, 4(3), 259-276.
Yau, O. H., & You, H. (1994). Consumer behaviour in China: Customer satisfaction and cultural values: Taylor & Francis.
Yin. (1989). Case study research: Design and methods, Revised ed. Applied Social Research Series, 5.
Yin. (1994). Case study research: design and methods. Applied social research methods series, 5. Biography, Sage Publications, London.
Yunus, M., Moingeon, B., & Lehmann-Ortega, L. (2010). Building social business models: lessons from the Grameen experience. Long range planning, 43(2), 308-325.
Zott, C., & Amit, R. (2010). Business model design: an activity system perspective. Long range planning, 43(2), 216-226.
Zott, C., Amit, R., & Massa, L. (2011). The business model: recent developments and future research. Journal of management, 37(4), 1019-1042.
方世杰, & 李慶芳. (2015). 建構價值共創平台: 日本在台子公司之策略行動與實作.
方至民. (2000). 企業競爭優勢: 方至民出版.
王文科, & 王智弘. (2010). 質的研究的信度和效度. 彰化師大教育學報,(17), 29-50.
任立中, 林婷鈴, 陳靜怡, & 李吉仁. (2006). 高科技産業産品價值創造與行銷價值專屬化之最適資源配置. 中山管理評論, 14(1), 11-42.
吳聰敏. (2003). 台灣經濟發展史. 台大經濟系. http://ccms. ntu. edu. tw/~ ntut019/ltes/ltes. html.
杨忠直, & 陈炳富. (2003). 商业生态学与商业生态工程探讨. 自然辩证法通讯, 25(4), 55-61.
林松吉, & 王維志. (2007). 海事工程挖泥船浚填作業工期影響因素及因應策略.
洪春吉, & 黃郁弘. (2011). 組織學習與服務創新, 產品創新, 流程創新之關係─ 以金融業, 營造業, 建築業實證比較. 臺灣銀行季刊, 第六十二卷第二期, 頁, 163-187.
張秀樺, & 盧龍泉. (2012). 價值共創調節效果之實證研究: 以我國文化創意產業為例. Journal of Humanities and Social Sciences, 8(1), 47-58.