近年來科技快速更迭、新創激進式科技公司蓬勃發展，成功的科技創新引領與改變了商業環境與商業模式。創新商業化的過程通常是整個創新管理最少的領域，雖然其技術和功能上比競爭產品優越，然而大多數的激進式創新皆以失敗收場。回顧商業模式文獻，主要是討論一間公司的價值主張、價值創造與傳遞、價值獲取，全面性的議題；創新型態文獻上主要著重市場在位者如何面臨新進者的挑戰及應對策略。偶有文獻會討論市場在位者的創新型態與商業模式，又或是商業模式的創新，甚少文獻討論到市場新進者激進式創新下的商業模式價值主張、傳遞與創造的面向。
實務上，本研究個案是一間資本額與人力資源小的光學設計公司，開發出市場不存在的應用技術，應用於大企業與集團主導技術、規格與商業模式的顯示器產業。個案如何在高度成熟的TFT-LCD 產業，辨識出激進式創新的技術定位，形成價值主張，藉由關鍵的活動、資源與重要夥伴，創造價值於不存在的終端市場與配合TFT-LCD 的漸進式創新的顯示技術, 最終價值獲取以增加新創公司的存活率。本研究將藉由市場新進者角度-奇美視像，在市場在位者眾多的平面顯示器市場中具體討論：
1）如何為激進式創新進行技術與產品定位？
2）激進式創新的商業模式又是如何開展出來？

透過商業模式與科技創新為基礎的理論視角，本研究個案探索發現激進式創新下的商業模式發展歷經三個階段：1)技術定位與價值主張；2)消費性市場的試煉；3)航向隱形冠軍。本研究有三個重要發現：
1) 利用科技曲線為自身發展的激進式科技創新找尋產品與技術定位
2) 與利害關係人互動形成可執行的價值主張
3) 以商業帆布圖為商業化過程的工具來回修正與具體實施。
本研究針對個案的發展提供科技新創公司關於激進式創新科技與商業模式的發展，以期待個案公司與其他新進科技新創公司都能跨越鴻溝進入主流市場。

This study explores the business model of radical innovation in the market of flat panel display market, and uses the case study method of qualitative research to discuss: 1) How to pursue technology and product positioning for radical innovation? 2) How to conduct a business model for radical innovation? In this study, it was found that：1) Using technology curve to position products and technology for the firm’ development of radically technical innovation. 2) Interacting with stakeholders to form an enforceable value proposition. 3) Revised and implemented with business model canvas as a tool for the commercialization process.

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