本個案--A建設公司，為一家自營建商，主要業務內容為興建及銷售集合住宅大樓。A建設公司是一家擁有良好根基的建設公司，旗下擁有建設、營造及水電三大事業體，企業主本身在業界已有四十餘年經驗，專業度自然不在話下。此個案之A建設公司自1970年成立以來，始終稟持著「專業為本、誠信第一、客戶滿意、品質至上」之經營理念，用專業與誠信為顧客打造出高品質及高品味的美學住宅，期許每位住戶都能擁有一個最溫暖的家。然營運至今，經營者期許公司能夠日益精進，進而不斷思考公司未來挑戰與方向，並從管理目標著手，強化公司體質，務求建立共同的企業共識與價值觀，積極向前邁進。但面對目前產業不景氣的挑戰，企業要以何種創新的經營模式來達到永續經營的目的？房地產業及建設業受大環境影響甚鉅，其經營管理的專業與公司實質發展是否存在相關性，並可從中激發出新的經營模式，亦是目前經營者所深思的部分。透過本案例討論，可了解台灣房地產環境現況以及建商在經營過程中所需面臨的挑戰與嚴苛的環境考驗。從而以創新經營模式的角度思考，朝永續經營的方向前進。本個案分為本文內容和教師手冊兩部分，藉由本個案分析討論，提供領導者及經營管理者不同面向的決策思維，透過客觀分析個案中的情境，洞察所蒐集的訊息，比較其結果優劣，倘若在日後碰到相似情境時，能在此個案中以不同角度的思維模式，觸類旁通、增加思考的深度及廣度，確保決策執行的成功率。

The case is the A construction company, a self-employed building business, the main corporate business is the construction and sale of residential towers set. The A construction company with a good foundation, which owns three business units, including the construction, utilities and building. The business owners have more than 40 years of experience in the industry, whose professional level have overemphasized.
Since 1970, the A construction company, has always been founded on a "professional-based, integrity-first, customer-satisficed, quality-insured" business philosophy, the use of professional and integrity for customers to create high-quality and high aesthetic taste residential, expect every household can have cozy and comfortable home. However, the operators expect company business has increasingly sophisticated, continuing to think about the future challenges and direction of the company. Proceeding from the management objectives, to strengthen the company constitution view to establishing consensus and common corporate values, and actively move forward. But faced with the challenges of the current industry downturn, companies should take what innovative business models to achieve the objective of sustainable development? Real estate and construction industry environment affected sensitively, professional and physical development of its management company whether there is a correlation, which can stimulate new business model, the operator is also pondering. Through the discussion of this case, we can understand the real estate environment, the status of Taiwan and the challenges the construction company in the business process faced with the harsh environment test.
The case this article is divided into two parts Analysis content and Teacher's Manual, by analysis and discussion in this case, provide leaders and managers of different aspects of thinking, decision-making, through objective analysis of the situation in the case, the insight into the collected messages to compare the merits of the results, if in future encounter similar situations, in this case can in thinking from different angles, by analogy, to increase the depth and breadth of thinking, decision-making to ensure the success rate of execution.

中文部分
1. 2015台灣地區房地產年鑑 (2015年6月)。
2. TTR台灣趨勢研究報告 (2014年10月)，建設業發展趨勢。
3. TTR台灣趨勢研究-產業分析：2015年建設業(http://twtrend.com/share_cont.php?id=42)
4. 中華徵信所-產業風雲-建設業(http://www.credit.com.tw/creditonline/Epaper/IndustrialSubjectContent.aspx?sn=257&unit=167)
5. 陳清泉 (2011)，科學發展-土木工程建設與文明457期。
6. 陳錦宗 (2005)，營建業的微笑曲線。
7. 劉常勇 (2004)，創業管理的十二堂課。臺北市：天下雜誌出版公司。

英文部分
1. Garfield, C. (1986), Peak Performers: The New Heroes of American Business, New York: Avon Books.
2. Greenberger, D. B. and Sexton, D. L. (1988), “An interactive model of new venture creation,” Journal of Small Business Management, 26(3), 107.
3. Miles, R. E., and Snow, G. C. (1987), Organizational Strategy, Structure, and Process, N.Y.: McGraw-Hill.
4. Morris M, Schindehutte M and Allen J. (2005), The Entrepreneur’s Business Model: toward a Unified Perspective. Journal of Business Research, 58 : p.726-735.