本研究以H公司為例，探討補教產業在數位轉型過程中的獲利模式與創新策略。隨著新冠肺炎疫情的爆發和全球少子化趨勢的加劇，補教產業面臨巨大的挑戰和轉型壓力。如何利用數位科技來提升經營效率以及獲利能力，成為補教產業極需解決之問題。因此，本研究旨在了解H公司如何透過導入數位科技，重整服務流程和商業模式，以應對上述挑戰，實現數位轉型並成為產業標竿。
　　本研究採取半結構性深度訪談法，以一家在疫情下成功數位轉型，學生數仍持續增長之連鎖補教業者作探討，並採用Lynn Shostack(1984)提出之服務藍圖架構來分析公司在數位轉型三個時期:疫情前、中、後之前／後臺服務模式轉變。另外採用Osterwalder&Pigneur（2010）提出之商業模式九宮格架構，對公司疫情三時期之價值主張、目標客群、關鍵資源等九個面向探討數位轉型下之創新商業模式，接著本研究亦引用多元獲利模式之理論，分析個
案對於未來獲利模式創新的機會與可行性 。
　　根據結果發現，數位轉型之核心並非僅僅是技術應用，H公司通過重整服務流程來加速落實數位賦能，透過重新檢視獲利模式，並讓服務流程相連結提供更合適之系統支持與培訓，使員工和顧客能夠更好地利用數位工具，提高生產力和學習效果。本研究提出發展會員訂閱制以及販售服務系統化模組兩種多元獲利之策略，H公司欲以此實現獲利創新，擴大客製化市場，方能依據
市場需求反饋滾動式重整商業模式，締造消費延續性。

　This study investigates the profit models and innovative strategies in the digital transformation of the cram school industry, using H Company as a case study. With the outbreak of the COVID-19 pandemic and the intensifying global trend of declining birth rates, the cram school industry faces significant challenges and pressures for transformation. How to utilize digital technology to enhance operational efficiency and profitability has become a crucial issue for the industry. Therefore, this study aims to understand how H Company, through the introduction of digital technology, restructured its service processes and business models to address these challenges,
achieve digital transformation, and become an industry benchmark.
　　This study adopts a semi-structured in-depth interview method, focusing on H Company, a chain cram school that successfully underwent digital transformation during the pandemic and continued to grow its student numbers. The analysis employs the service blueprint framework proposed by Lynn Shostack (1984) to examine the changes in Company's front-stage and back-stage service models across three phases: before, during, and after the pandemic. Additionally, the study utilizes the business model canvas proposed by Osterwalder & Pigneur (2010) to explore the nine aspects of Company's innovative business model during these phases, including value propositions, customer segments, and key resources. Furthermore, the study references the theory of diversified profit models to analyze opportunities and feasibility for future
profit model innovations.
　　The interview results reveal that the core of digital transformation is not merely technological application. H Company accelerated the implementation of digital empowerment by restructuring service processes, reviewing profit models, and providing appropriate system support and training. This enabled employees and customers to better utilize digital tools, thereby improving productivity and learning outcomes. The study proposes two diversified profit strategies for H Company: developing a membership subscription system and selling service system modules. These strategies aim to achieve profit innovation, expand the customized market, and continually restructure business models based on market feedback, ensuring customer
retention.

論文審定書 i
摘要 ii
Abstract iii
目次 v
圖目次 vi
表目次 vii
第壹章　緒論1
第一節、研究動機與研究目的1
第二節、研究流程4
第貳章　文獻探討5
第一節、台灣補教業之現況5
第二節、數位轉型之定義6
第三節、顧客服務藍圖7
第四節、商業模式分析9
第五節、台灣補教業之獲利模式11
第六節、多元獲利模式12
第參章　研究方法與實施14
第一節、研究架構14
第二節、研究方法與訪談大綱設計14
第肆章　研究結果與分析19
第一節、H公司背景與發展歷程19
第二節、H公司數位轉型前之競爭優勢與挑戰20
第三節、H公司服務藍圖之轉變22
第四節、H公司商業模式之轉變28
第五節、數位轉型後之多元獲利模式33
第伍章　研究結論與建議35
第一節、研究摘述與結論35
第二節、研究貢獻36
第三節、研究限制37
參考文獻38

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