時代在改變、潮流在變、經營的環境也在改變，經營模式的創新是企業面對產業競爭，延續經營的不二法門。產業要取得競爭優勢，必須改變以往的經營模式，以取得新的獲益方式，或引進新技術、創意想法，新增新的事業部門，或是藉由創意進行產品創新，取得市場上的競爭優勢。產品有生命週期，產業亦有生命週期，因此無論週期長短，皆不可避免「初生、成長、成熟、飽和」等幾個階段。如果一家企業只專注在一、兩個產業，即使長久以來在產業中的策略有效，但還是無法逃過產業日漸飽和的命運。為了組織永續生存、總體策略上就要在原來的產業衰弱、衰敗之前，想辦法進入新興的產業。以原來的事業為基礎，像是資金、技術、人才、管理、形象、關係為基石，使本企業在新的領域中居於有利的位置。整個企業永續發展，就像企業「老」、「中」、「青」三代，事業各有洽當的比例，才能發揮相互支援與支援傳承的作用。
因此本研究是以N公司為研究對象，進行探討產業轉型的經營模式。分析其轉型多角化經營過程中所遭遇的問題與困難；其轉型前經營模式與轉型成功後的模式是如何運作；其經營模式有哪些成功要素，以作為政府輔導業者或其他業者進行轉型參考。

As time changing, the trend and industry environment are changing. The innovation of business model is the only way for enterprises to face industrial competition and continue to operate. In order to gain a competitive advantage, the industry must change its previous business model in order to obtain new ways to benefit, or introduce new technologies, creative ideas, add new business units, or innovate in products to achieve market competition. Products have a life cycle, and the industry also has a life cycle. Therefore, regardless of the length of the cycle, it is inevitable that "primary, growth, maturity, saturation" and other stages. If a company only focuses on one or two industries, even if the strategy in the industry has been effective for a long time, it cannot escape the fate of depression. In order to organize sustainable survival, the overall strategy is to find ways to enter emerging industries before the original industry is weak and declining. Based on the original business, such as capital, technology, talent, management, image, and relationship, the company is in a favorable position in the new field. The sustainable development of the entire enterprise is like the three generations of "old", "middle" and "green". The business has a reasonable proportion of each other in order to play the role of mutual support and support.
Therefore, this research is based on N company as a research object, and explores the business model of industrial transformation. Analyze the problems and difficulties encountered in the process of transformation and diversification; how the pre-transition business model and the model after successful transformation operate; what are the success factors of its business model, as a reference for the transformation of government counselors or other industry players.

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