在國際環保、RE100、淨零碳排以及國內政策推助下，再生能源、太陽光電等綠電已成為重要且具有商業價值的議題，然而過往太陽光電的研究大多為技術層面、財務模型、成本效應之探討，甚少有以各項資源或使用商業模式理論來探討商業模式成功或失敗的原因，而「商業模式」與「資源基礎」理論甚少有研究從失敗或負面案例的角度來說一個企業或個案的商業模式為什麼會失敗。
本研究以太陽光電商業模式之探討為研究方向，並以A公司之投資個案之失敗案例為例，透過「商業模式」與「資源基礎」理論之基礎，探討太陽光電商業模式之九大構面以及整理台灣現有的商業模式，將理論與實務環境結合，分別從目標客層、價值主張、通路、顧客關係、收益流、關鍵資源、關鍵活動、關鍵合作伙伴、成本結構構面並與光電產業、投資機構之從業人員進行深入訪談。
研究結果顯示資源基礎、商業模式之九大構面與太陽光電投資個案是否得以順利運行、推進有正面地影響，但依據情境有不同程度的重要性，以個案A公司為例，其具有了太陽光電重要的關鍵資源(土地、台電饋線)以及目標客層，但在價值主張、顧客關係、關鍵合作夥伴未能有效齊備，導致成本因時間不斷上升，最終投資計畫難以持續推進。

In the context of international environmental protection initiatives, RE100, net-zero carbon emissions, and domestic policy incentives, renewable energy sources such as solar photovoltaics (PV) have emerged as significant and commercially valuable topics. However, previous research on solar photovoltaics has primarily focused on technical aspects, financial models, and cost effects, with limited exploration into the reasons for the success or failure of business models using various resources or commercial theories. Research employing the "Business Model" and "Resource-based View (RBV)” rarely investigates why a business model of a company or case fails from a negative perspective.
This study aims to explore the business models of solar photovoltaics, utilizing the failure case of Company A's investment as an example. Grounded in the "Business Model" and "Resource-based View," this research examines the nine dimensions of solar photovoltaic business models and organizes the existing business models in Taiwan. It combines theoretical insights with practical environments, conducting in-depth interviews with practitioners from the photovoltaic industry and investment institutions. The focus is on target customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structures.
The research findings indicate that RBV and the nine dimensions of Business Models positively influence the smooth operation and advancement of solar photovoltaic investment cases, though their importance varies depending on the context. For instance, in the case of Company A, while it possessed key resources for solar photovoltaics (land, Taipower feeder lines) and target customer segments, it failed to effectively integrate value propositions, customer relationships, and key partnerships. This inadequacy led to escalating costs over time, ultimately rendering the investment project unsustainable.

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