知識經濟時代來臨，家庭形式的多元化發展、少子化的趨勢及教育政策的改變，以上各項因素迫使幼兒的教材、教具需求量大減；而創立於民國79年的傳統幼教社，在面對市場的巨變，是如何站穏腳步不被大環境淘汰?如何發展獨特的商業模式以創造彩虹屋文化事業有限公司在消費者心中的存在價值?本研究以「彩虹屋文化事業有限公司」為例，採質性研究之文獻分析法及訪談法，找出在少子化及教育政策愈趨嚴謹的環境下，如何在該產業持續穩定性的成長?本研究的目的是了解創業初期的彩虹屋幼教社如何透過不斷的翻轉及創新的經營模式而蜕變為現在的文化事業有限公司、該公司如何保有持續性的市場競爭優勢?而多角化經營的補幼教業面對少子化的衝擊其關鍵成功的因素為何。
研究結果如下，提出以下論點，做為企業將來之參考依據:
a.傳統幼教社面臨大環境巨變下的轉型模式。
b.無製造生產力的幼教代理商藉由在地客製化學習課程，增加獲利。
c.多角化經營:向上經營補教業、向下投資幼兒園的經營策略。
d.財務策略及行銷策略是傳統產業在轉型時面臨的挑戰，當草創型的社會企業如何順利進入成長期乃至穏定成長期而擁有外部資源(債權)，企業經營者或專業經理人應該擁有發揮企業價值極大化的思考力及執行力。如此才能持續保有企業獲利空間。

The results made the following arguments concerning the creation of a business model for future reference:
A. The traditional early childhood education community is facing a transitional period under the environment changes.
B. Non-manufacturing productivity by agents in early childhood is localized, and customized learning programs have proven to increase profit margins.
C. Diversification: preschool agents facing the first line of the consumer; fill up all areas of the business, and continue investment in older and younger children.
D. Our financial strategy and marketing strategy should be challenge the traditional industry standards during the transition. How can grassroots social enterprises successfully achieve a sustainable stage of growth and aquire further external resources (loans)? Business or professional managers should aim to achieve enterprise value maximization, so that it can continue to maintain corporate profit margins.

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