2020年新型冠狀肺炎(COVID-19)導致世界各地的學校停課，在最嚴重的時期，全球有將近15億名學生被迫離開教室，但此同時疫情也加速了數位教育的發展，對於數位學習載具的需求也大幅成長。
本論文將以數位學習載具供應商的觀點，探討COVID-19疫情過後的數位學習載具市場及數位教育之技術發展，利用麥可·波特的五力分析及台灣工業技術研究院的NSDB價值創造分析法等工具，探討數位學習載具產業結構與產品競爭能力，並探究個案公司在數位學習載具市場的產品差異化發展方向，再利用策略技術藍圖快速導入法(T-Plan)來規劃個案公司短期、中期、長期的產品研發藍圖(Product roadmap)，及使用商業模式畫布(Business Model Canvas)，規劃數位學習載具在價值面向、供給面向、需求面向與財務面向的商業策略。
本論文研究之目的為規劃個案公司之數位學習載具產品研發藍圖，及其商業布局策略，以協助個案公司在全球教育數位化的發展過程中能掌握先機，並經由定期檢視與更新產品研發藍圖，維持其競爭優勢及永續經營。

The novel coronavirus (COVID-19) in 2020 has caused school closures around the world. In the worst period, nearly 1.5 billion students worldwide were forced to leave the classroom. But at the same time, the epidemic has accelerated the development of digital education, and the demand for digital learning devices has also grown substantially.
This paper will discuss the digital learning device market and the technological development of digital education after the COVID-19 epidemic from digital learning device Brand Company. With Michael Porter's five-force analysis and Industrial Technology Research Institute's NSDB value creation analysis tools were used to explore digital learning devices' industrial structure and product competitiveness. The product differentiation development direction in the digital learning device market of the company in the case study was explored. T-Plan was used to plan the company's short-term, mid-term, and long-term product roadmap in the case study. The Business Model Canvas was introduced to plan the business strategies of digital learning devices in terms of value, supply, demand, and finance.
The purpose of this thesis is to draw up the product roadmap and business strategies of digital learning device for case company. Guide the company to get ahead of the curve in the development of global education digitalization. Furthermore, by regularly reviewing and updating the product roadmap, the company can maintain its competitive advantage and sustainable operation.

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