「企業轉型」與「價值創新」之概念是近年來各大企業經營時的核心，不論是企業之經理人或是學者均針對此領域進行許多研究。然而，業界的變化往往導致學術界提出的理論無法及時反應現況，企業在轉型上也已失敗收場居多。本研究旨在探討企業無法依循學術界提出之理論之原因並且暸解要如何讓企業在產業中成功轉營，以打造創造最大利潤之經營模式。本研究綜合各類文獻，目的主要為探討，一、在面臨危機時如何系統化的轉型。二、企業如何整合各項資源達到營運上的價值創新。三、在轉型的不同階段，企業要如何強化核心能力，創造新的企業價值。因此，本研究的主要流程依序為：（一）研究背景與動機（二）研究目的（三）文獻探討與資料收集（四）通訊產業探討（五）個案公司探討（六）結論與建議。網路通訊業在20世紀末興起後，讓資料傳遞更為簡單，在1990年代時已成為重要的商業行為，但自2010年以來，臺灣之網通業產值不斷下降，即便網路仍然與人息息相關，網通產業還是遇到諸多瓶頸，例如：4G的網路佈建已無成長動能、城鄉差距導致發展落差等，在2019年網通業的產值達到最低。5G的崛起為網通業開了一扇窗，是否能夠帶領網通產業再次回升，是值得期待的。本研究以速碼資訊股份有限公司進行個案探討，自2006年起可將公司發展歷程分為：（一）孕育摸索期（二）規模擴張期（三）成熟穩定期（四）企業轉型。在產品策略上有二：一、竭力挖掘有潛力的產品並定義核心客群，並且在價格上做出區隔化，滿足客戶需求。二、妥善進行資金控管與配置，在研發上不間斷進行更新與改善。未來的網通業趨勢以WiFi-6與5G為主，因此速碼資訊股份有限公司也會因應NBASE-T與高階交換機的需求，進行產品的技術更新。速碼資訊股份有限公司在轉型中體認到，網路時代串連起各大產業，公司必然需要進行企業轉型與價值創新以提升競爭力，但是改變並不容易，轉型必須改變原有的經營模式並且也可能面臨許多阻礙，因此企業需要鼓勵員工與加強雙向溝通，在轉型中合理運用資源並且順應市場變化隨時調整策略，是達到成功轉型的關鍵因素。

The concepts of "corporate transformation" and "value innovation" have been the core strategies that need to be deeply considered between most companies in recent years. Both companies' managers and academic scholars have to put a lot of effort in this field. However, the creations of theories that reflect the current situation in the academic field are hard to catch up with the trend of the rapid changes in the industry, which lead to the failure of corporate transformation. Thus, this research aims to explore the reasons why companies could not follow the theories put forward by academics and try to understand how to successfully help companies innovate their values in the industry to build a business model that creates maximum profits. This study synthesized various types of literature, and the purpose is to explore: 1. How to produce a systematic transformation to deal with the crisis. 2. How does an enterprise integrate various resources to achieve operational value innovation. 3. In different stages of corporate transformation, how companies should strengthen core capabilities, and create new corporate value. Therefore, the processes of this research are as follows: (1) Conducting a research background and motivational analysis. (2) Defining research purpose. (3) Establishing literature discussion and data collections. (4) Discussing the current situation of the Netcom industry. (5) Analyzing the case company. (6) Providing conclusions and suggestions. Due to the development of the Internet, the data transmission process is transformed easier and faster. Since 2010, however, the profits of the Netcom industry in Taiwan have been declined. Although the usage of the Internet is dramatically high during that period, it still affects the industry encounters numerous bottlenecks. The barriers, for example, 4G network deployment has no growth momentum, and the gap between urban and rural areas has led to large differences in development. Until 2019, the output value of the Netcom industry reached its lowest. Fortunately, the rise of 5G has opened a window for the Netcom industry at that time. It is worth looking forward to waiting for the answer that whether it can lead the Netcom industry to rebound again. This research takes Rapidmax Co., Ltd. as a case to deeply analyze. Rapidmax Co., Ltd. found in 2006, that development history can divide into (1) Incubation period (2) Scale expansion period (3) Mature and stable period (4) Enterprise transformation period. There are two strategies of their products: First, dedicate to explore potential popular products and define the core customer group and segment in price to meet customer demands. 2. Properly carry out capital control and allocation, and continuously update and improve research and development. Since the future trend of the Netcom industry is based on the developed pattern of WiFi-6 and 5G. Therefore, Rapidmax Co., Ltd. would also upgrade the technology of its products in response to the needs of NBASE-T and high-quality switches. The Rapidmax Co., Ltd. realized the most industries in society are well connected because of the Internet prosperity, and the company will inevitably need to carry out corporate transformation and value innovation to enhance its competitiveness. Even though the change is not that easy, and transformation must adopt a new business model that may also face many constraints. Therefore, companies need to encourage employees and strengthen two-way communication, in addition to the rational use of resources in the conversion and adjustment of strategies in response to market changes at any time. These are the key success factors to accomplishment a transformation.

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