隨著科技日新月異的進步，企業的經營模式也需隨著科技及顧客需求而有所改變。本研究主要在探討經營鉚釘機企業的概況，由於鉚釘機所涵蓋的範圍，非常廣泛，可以運用在非常多的產業，例如: 成衣業、皮包業、廣告業、文具業等，但本研究探討的對象，將著重適用在鈑金加工業的鉚釘企業。
本論文以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，並從九個構面: 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探討研究對象的商業模式。並針對兩家公司目前的營業狀況，以及深度訪談的資料，繪製兩家公司的商業模式圖，並進行比較。
經由本研究分析之結果，個案研究的G公司，雖然可照目前的商業模式持續營運，不做任何的改善，但在未來可能因市場對產品需求趨近飽和，此產品很快就會被市場給淘汰。因此，我們建議G公司從關鍵資源做改善，尋找配合度高的自動化設計暨製造商，可加快機台設備自動化的升級，並提升設備的靈活性。

關鍵字：鉚釘機產業、商業模式、個案研究

With the rapid advances in science and technology, business models also need to be changed to meet customer needs as well. This study is to explore a riveting machine enterprise. Since the scope of the riveting machine covered a very wide range, and it can be used in a lot of industries, such as: the garment industry, leather industry, advertising, stationery, etc. In this study, we will focus on the riveting machine that used in sheet metal processing industry.
The study focuses on business model generation canvas that indicated by Osterwalder and, Pigneur(2010). Each business model canvas contains nine factors: customer segmentation, value proposition, channels, customer relationship, revenue streams, key resources, key activities, key partners and the cost structure. Two companies were selected to compared several in-depth interviews information were collected. We analyzed above information and apply to business generation canvas for both companies.
Based on the results, Company G can still survive by keeping the as-is business model canvas. However, the riveting machine for sheet metal industry may eliminated by market saturation. To avoid this, the study suggests that Company G improve current products to offer more automatic functions and safety functions. This will make the machine has more flexible and profitable. Besides, re-adjusting current maintenance fee policy can be applied to respond the urgency of the machines.

Keywords: Business Model, Riveting Machine Industry, Case Study

Afuah, A., & Tucci, C. L. (2001). Internet business models and strategies: Text and cases. New York: McGraw-Hill.
Amit,R.,Massa,L.,& Zott,C (2011). The Business Model: Recent Developments and Future Research.Joural of Management,4-11.doi:10.1177/0149206311406265
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 IT 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.
Osterwalder, A., Pigneur, Y., In Clark, T., & Smith, A. (2010). Business model generation: A handbook for visionaries, game changers, and challengers.
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.
Weill, P., & Vitale, M. R. (2001). Place to space: Migrating to e-business models. Boston. Harvard Business School Press.
『台灣半導體之父』張忠謀MIT演講-『商業模式創新』新時代企業成功之關鍵(2005年10月16日) 。大紀元。取自http://www.epochtimes.com/b5/5/10/16/n1087246.htm。
2013~2014年台灣出口工具機代表性產品(2016)。台灣機械公會。取自 http://www.tami.org.tw/statistics.php
Eagerbot(2015年12月11日)．營運模式【討論群組】．取自https://zh.wikipedia.org/wiki/%E5%95%86%E4%B8%9A%E6%A8%A1%E5%BC%8F
尤傳莉(譯) (2012)。 獲利世代：自己動手，畫出你的商業模式 (Alexander Osterwalder & Yves Pigneur)。台灣: 早安財經。(原著出版年：2010)
王立言(譯)(2014)獲利世代實戰演練入門 (原著作：今津美樹)。臺北市：如果出版。
余至浩(2016年5月11日)。加速自駕車軟體研發，福特重砸60億元入股大資料分析平臺Pivotal。iThome。取自http://www.ithome.com.tw/news/105863。
謝明瑞. (2002年1月)。 台灣機械業的發展.。財團法人國家政策研究基金會 (編號：財金(研) 091-009號)，未出版。