商業模式的創新有些是建立在原有的商業模式上，極少公司能夠充分的了解自已目前的商業模式；也就是發展這種商業模式背後依據的前提，在各環節之間的相互依存關係，和其優勢和限制，研究現有個案公司的脈絡依存，可為其創新找機會。
企業為了在市場上競爭，各有其一套自已的商業模式，本研究找能夠在市場上生存10年以上，且該行業是是能夠長時間存續的，能對這樣的產業做觀察研究，找出產業的特性和企業特獨的競爭優勢，研究其相關特性，可做其學術分析。
本論文以Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). 商業模式再創新中商業模式的四個相互連動的要素構成來探討，顧客價值主張、利潤公式、關鍵資源、關鍵流程，以Osterwalder and, Pigneur(2010) 於獲利世代中所提到的商業模式(Business Model Canvas)為研究方法，從其九個構面: 顧客價值、價值主張、通路、 顧客關係、收益流、關鍵資源、關鍵活動、關鍵合作夥伴以及成本結構來探討研究個案。
個案公司雖然因市場需求而成功，但也有其特有的商業模式要素，才能在光通這個競爭的市場上勝出，且主要的2個產品的商業模式，在相同的光通訊市場上，為何1個能成功，1個會失敗，其中存在的不袛是市場需求上的影響，是什麼關鍵因素所致。

Business model innovation, some are built on the original business model, few companies can entirely understand their current business model; on the premise of the development of this business model, the interdependence between the various links, and its advantages and limitations, study the context dependence of the existing case company, to find opportunities for its innovation.
In order to compete in the market, each enterprise has own business model. The research shows that it can survive in the market for more than 10 years. Also,the industry can survive for a long time. We can do observation and research on such industries, find out the characteristics of the industry and the competitive advantage of the enterprise, . study its related characteristics, and describe in greater detail
The thesis uses Johnson, MW, Christensen, CM, & Kagermann, H. (2008). The four interconnected elements of the business model in the re-innovation of the business model are discussed: customer value proposition, profit formula, key resources, and key processes , Using the business model (Business Model Canvas) mentioned in Osterwalder and, Pigneur (2010) in the profitable generation as a research method, from its nine dimensions: customer value, value proposition, channel, customer relationship, revenue stream, Key resources, key activities, key partners, and cost structure to discuss research cases.
Although the company in the case succeeded due to market demand, it also had its own unique business model elements to win in the competitive market of Optical Communications, and the two main product business models, in the same optical communications market, If one been succeeds, then one will fail. It is not only the influence of market demand, but also the key factors

Afuah, A., & Tucci, C. L. (2001). Internet business models and strategies: Text and cases. New York: McGraw-Hill.
Applegate, L. M. (2000). E-business models: Making sense of the internet business landscape. In G. Dickson &G. DeSanctis (Eds.), Information technology and the future enterprise: New models for managers: 49-101.Englewood Cliffs, NJ: Prentice-Hall.
Applegate, L. M. (2000). E-business models: Making sense of the internet business landscape. In G. Dickson &G. DeSanctis (Eds.), Information technology and the future enterprise: New models for managers: 49-101.Englewood Cliffs, NJ: Prentice-Hall.
Casadesus-Masanell, R., & Ricart, J. E. (2010). From strategy to business models and to tactics. Long range planning, 43: 195-215.
Henderson,J.C,Venkatraman,V,,&Oldach,S.(1996). Aligning business and IT43 strategies.Competing in the information age: Strategic alignment in practice,21-42
Johnson, M. W., Christensen, C. C., & Kagermann, H. (2008). Reinventing your business model. Harvard Business Press, 86(12):55-59.
Stewart, D. W., & Zhao, Q. (2000). Internet marketing, business models, and public policy. Journal of Public Policy & Marketing, 19(2), 287-296.
Timmers, P. (1998) Business models for electronic markets. Electronic Markets, 8(2):3-8.
Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). 商業模式再創新. 哈佛商業評論 全球繁體中文版, December, 1-11.
Weill, P., & Vitale, M. R. (2001). Place to space: Migrating to e-business models. Boston. Harvard Business School Press
Miles, M., & Huberman, A. (2006). 質性研究資料分析 (張芬芬譯). 臺北市: 雙葉. 原著出版年: 1994 年.
蔡政安. (2017). 商業模式的互動關係與阻隔機制特性-競爭優勢分析. 科技管理學刊, 22(4), 1-28.
李信興, & 劉常勇. (2008). 系統性 [商業模式] 之觀念架構, 創業管理研究, 3 (3), 119-145: 連結.
林奕迪. (2018). 紡紗機械組裝產業的商業模式-以 T 公司為例.
宋萍芳. (2019). 數位, 循環, 體驗經濟與商業模式之研究-以時尚品牌為例.
奧斯瓦爾德, 比紐赫, and 尤傳莉 (2012). 獲利世代 : 自己動手,畫出你的商業模式, 初版 edn (早安財經文化出版發行).
奧斯瓦爾德, 比紐赫, and 尤傳莉 (2012). 獲利世代 : 自己動手,畫出你的商業模式, 初版 edn (早安財經文化出版發行).
陳珮慈 (2016). 商業模式分析-以鉚釘機產業為例. In 經營管理碩士在職專班 (新竹市: 國立清華大學), pp. 44.
奧斯瓦爾德, 比紐赫, and 尤傳莉 (2012). 獲利世代 : 自己動手,畫出你的商業模式, 初版 edn (早安財經文化出版發行).
劉念慈. (2020). 台灣無人機表演產業之商業模式研究. (碩士), 國立政治大學, 台北市. Retrieved
蔡政安 / Cheng-An, T., & 廖明坤 / Ming-Kung, L. (2015). 資訊科技通路商之商業模式互動關係探索研究 / Exploratory Research on the Interaction of Business Model for IT Distributors. 商略學報 / International Journal of Commerce and Strategy, 89.
奧斯瓦爾德, & 季晶晶. (2015). 價值主張年代 : 設計思考x顧客不可或缺的需求=成功商業模式的獲利核心 (第一版 ed.): 天下雜誌出版.
吳芝儀. (1996). 生涯發展的理論與實務. 台北: 揚智.