本研究探討蘭卉如何從商品主導邏輯文化轉變為以服務主導邏輯的利他文化轉變，進一步解決顧客問題，提供更好的顧客體驗。 進一步解決蘭卉公司內部矛盾，努力將想法轉化為實際行動，發現蘭卉公司與顧客、利害關係人合作共創價值的轉變起點。透過商品與服務的互動，以服務主導邏輯理論提供持續的價值創造過程。企業保持創新的要素有三個：發現客戶的選擇和真正的需求，創造滿意的體驗，並根據客戶的選擇和需求來確定核心用途。
蘭卉生物科技股份有限公司成立於2013年，同年在成功大學蘭花研發中心的輔導下，致力於將學術界之技術資源導入產業。率先將學識研究的「蘭花基因體」建置蘭花功能性原料蘭花精油、蘭花萃取液、蘭花胚胎素，開發出世界上第一套真正的台灣蝴蝶蘭香氛及美妝產品。本研究深入探討了蘭卉如何嘗試解決內部組織流程之間的衝突，進而成功轉型為服務主導邏輯供應商。
以單一個案搭配理論採樣的質性研究方式，深入訪談個案蘭卉公司，在深耕蘭花產業的發展過程裡，從育種者的故事，產品的研發、功效性分析產業，超越商品主導邏輯的轉換過程，並試著蒐集分析出與服務主導邏輯理論面相同的理論點，並從初級資料的整理當中發現理論面可以再擴充的面向。將個案公司十年的過程與經驗濃縮成三種作法探討蘭卉公司如何超越商品主導邏輯的界限，走向服務主導邏輯，並收集和分析與服務主導邏輯理論相同的共同理論點。本研究也集中了蘭卉10多年經驗的三種作法，提供給想超越商品主導邏輯的公司參考，每個公司都可以依自己的產業性質進行調整成適合自己公司的作法，期盼台灣各個產業與公司都能有所突破，找到適合的公司經營之道。

This study explores how Lanhui Biotech transformed from a product-led logic culture to an altruistic, service-led logic culture. The transformation aims to solve customer problems and provide a better customer experience by resolving internal conflicts and turning ideas into practical actions. By referencing the literature on value co-creation and service-led logic theory, the study identifies three key elements for maintaining innovation: discovering customer choices and real needs, creating satisfying experiences, and determining core uses based on customer choices and needs. Established in 2011 and guided by the Orchid R&D Center of National Cheng Kung University, Lanhui Biotech pioneered the use of scientifically researched "Orchid genome" to develop functional orchid raw materials and products. This qualitative research, based on a single case study, involves in-depth interviews and analysis of Lanhui. The study reveals how Lanhui resolved internal conflicts and successfully transformed into a service-led logic provider, offering insights for other companies aiming to transcend product-dominated logc.

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