坪林茶產業發展至今已超過百年，民國七零、八零時代，北宜公路當時是台北往宜蘭重要交通要道,同時也是坪林的黃金時期，旅客絡繹不絕，茶葉交易相當頻繁，一直以來被譽為茶鄉的坪林，全區80%的人口都以種植及行銷茶葉為生，隨者時代不斷變遷以及環境的改變，2006年國道五號雪山隧道通車後，將台北－宜蘭原本三到四個小時的通勤時間，縮短成僅需30-40分鐘，坪林做為交通樞紐的重要性大不如前，人潮比以往少非常多。雖然人潮減少造成觀光的衰退，但也因為這樣，保護了在地的自然生態，恢復了坪林原有的單純質樸。
本研究之個案公司C公司，是一戶自產自銷、並且老闆同時具有茶商與茶農身分的茶業公司，其在坪林經營茶莊已超過80年歷史，看著坪林的轉變，面對交通樞紐重要性大不如前、人潮比以往少的坪林，商業模式的創新是他們必須要面對延續經營的不二法門，加上坪林如今鄉村人口老化、城鄉差距等現代化問題，各家茶莊正面臨著接班問題，沒有人願意回到故鄉來傳承製茶的技術。如果產業要取得競爭優勢，必須改變以往的經營模式，以取得新的獲利方式，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。
因此本研究將以這家個案公司從單純經營茶莊到未來轉型成茶葉文化園區為構想，如何吸引年輕人回流，結合在地生態與文化，打造低碳旅遊觀光，與變成坪林未來發展的關鍵。本研究將在整合現有資源，針對產業採取五力分析，行銷4p，進行探討產業轉型的經營模式，分析其轉型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。

The Pinglin tea industry has been developed for more than 100 years. In the 1980s and 1990s, Beiyi Road was an important traffic route from Taipei to Yilan. It was also the golden age of Pinglin. The passengers were in constant stream and the tea transactions were quite frequent. Since its reputation as tea town ship, 80% of the population in the region has been planting and marketing tea for their livelihood. With the changing times and environmental changes, the National Highway No. 5 Snow Mountain Tunnel was opened to traffic in Taipei, Yilan. Three to four hours of commute time, shortened to only 30-40 minutes, Pinglin as a transportation hub is not as important as before, the crowd is much less than before. Although the decline in the number of people caused the decline of tourism, it also protected the natural ecology of the land and restored the original simplicity of Pinglin.

The case company C of this study is a tea company that produces and sells itself, and the boss has the status of tea merchants and tea farmers. It has been operating teahouses in Pinglin for more than 80 years and looks at the transformation of Pinglin. In the face of Pinglin, which is less important than the transportation hub and less crowded than before, the innovation of business model is that they must face the only way to continue their business, and Pinglin’s modernization of rural population and urban-rural gap, Every tea house is facing a succession problem, and no one wants to return to his hometown to pass on the technology of making tea. If the industry wants to gain a competitive advantage, it must change its previous business model in order to obtain new ways of profit, or introduce new technologies, creative ideas, add new business units, or innovate products through creativity to obtain market Competitive advantages.

Therefore, this case will be based on the concept of a simple operation of the tea house to the future transformation into a tea culture park, how to attract young people to return, combine local ecology and culture, create low-carbon tourism, and become the future development of Pinglin. The essential. This research will integrate existing resources, adopt five-force analysis for the industry, market 4p, conduct business transformation mode, analyze the problems and difficulties encountered in the process of transformation, and its pre-transition business model and the model after successful transformation. How it works; 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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