智慧農業是透過現代科技的引進，解決農村人力短缺、老化與降低生產成本，是促進農業轉型升級的首選途徑，在全球氣候變遷、貿易自由化的趨勢下，更能快速因應，調節生產。本個案描述金緻網路服務公司總經理郭俊男先生在人生的下半場，以多年科技業經營管理的經驗，投入農業經營管理，從紅龍果產業出發，分析消費者、農民、投資人個別的需求與思維角度，不斷探索創新的商業模式，最後，成就一個友善農耕與商業利益兼具，共同創造三贏的價值。
透過創新、永續與商業的思維，不斷探索與驗證，郭俊男先生已成功將智慧農業科技，如AI、IOT、BigData，與創新商業模式，如合資企業，讓農民轉型，原本勞力密集的工作型態，以自動化農耕取代，顛覆一般人對農民的刻版印象，不僅減低勞動力付出，提升工作效率，也讓果實的質與量受到控制，對土地環境得以永續發展。利用人類智慧與人工智慧培養出來的數位分身技術，做移地種植，擴大冬產紅龍果種植面積，免受夏季低價競爭，讓更多農民受益。有了品質與產量，再透過與盤商的連結，暢通銷售管道，縮短產地到餐桌的距離。
本個案採用哈佛個案研究的方式進行，可用於討論商業模式、創業家精神、組織靈巧、價值共創等相關議題，透過個案了解金緻網路資訊公司如何將商業模式發展出超越利潤商業模式；如何勇於承擔風險，創造最大價值的創業家精神；如何兼顧農民利益與商業報酬的組織靈巧性；最後，如何透過消費者、農民與投資人良性互動，達到正向循環，共同創造價值。

Smart agriculture Technology is an efficient tool of modern technology to solve the shortage of rural manpower, aging and reduce production costs. It is the preferred way to promote the transformation and upgrading of agriculture. Under the trend of global climate change and trade liberalization, technology can help farmer react more quickly and high qualily production. This case describes C.N. Kuo, the general manager of U-sync Company, with many years of experience in science and technology, has invested in dragon fruit planting. By analyzing the farmer’s demand and thinking, constantly explore innovative business models, and finally, achieve a friendly farming and commercial interests, and create a win-win situation.
C.N. Kuo has successfully implemented smart agricultural technology, such as AI, IOT, Big Data, and innovative business models. Automated device replaced much work which originally labor-intensive. The farmer can easily “go through” their farm and forecast the amount of output. These new methods that subverts the stereotyped impression of the farmers, not only reduces labor effort and improves work efficiency, but also allows the quality and quantity of fruits to be controlled, and the land environment can be developed continuously. Using the digital twins technology to copy planting, expand the planting area of dragon fruit produced in winter, avoid the low price in summer, and benefit more farmers. Through the well-connection with the dealer, the channel is unblocked, and shortened the distance from the place of origin to the table.
This case is a Harvard case study, which can be used to discuss business models, entrepreneurship, ambidexterity, value co-creation and other related issues. Through the case, we can understand how U-Sync Company has developed the business model beyond the profit business model; how the entrepreneurial spirit to take risks and create maximum value; how to balance the interests of farmers with the dexterity of business remuneration; finally, how to achieve a positive cycle and co-create value through the benign interaction between consumers, farmers and investors.

Keywords: smart agriculture, digital avatar, business model theory, entrepreneurial spirit theory, organizational dexterity theory, value co-creation theory

一、 英文參考文獻
1. Andreas Deuter and Florian Pethig (2019), “The Digital Twin Theory - A New View on a Buzzword” from https://www.researchgate.net/publication/330883447
2. Charles A. O’Reilli III and Michael L. Tushman(1996), “The Ambidextrous Organization”, Harvard Business Review, April 2004, 74-81
3. Julian Birkinshaw & Cristina Gibson(2004), “Building Ambidexterity Into an Organization,”MIT Sloan Management Review, Summer 2004, Vol45, 47-55
4. Ducan, R. (1976), “The Ambidextrous Organization：Designing dual structures for innovation”. The Management of Organization Design 1, 167-188
5. Martin, L. Roger & Osberg, Sally(2007), “Social Entrepreneurship: The case of Difinition, Stanford Social Innovation Review
6. Govin, J.G. and Slevin, D. P. (1991), “A Conceptual Model of Entrepreneurship as Firm Behavior”, Entrepreneueship Theory and Practice, 7-25
7. Adrian F. Payne, Kaj Storbacks, Pennie Frow(2007), “Managing the co-creation of value”, Journal of Academy of Marketing Science, 83-96

二、 中文參考文獻
1. C.K. Prahalad and Venkat Ramaswamy(2004), “The Future of Competiton: Co-Creating Unique Value with Customers”, 顧淑馨 譯, 天下雜誌
2. 黃鎮平、黃秀珊（2008）,“企業創業精神之實證研究”, 創業管理研究3卷3期1-27
3. 張玉利、李乾文(2009), “公司創業導向、雙元能力與組織績效”, 管理科學學報
4. 余佩儒（2019）,“探討國際上數位分身在不同領域的應用”, 經濟前瞻186期, 91-95
5. Alexander & Yves(2019), “Business Model Generation 獲利時代”, 尤傳莉 譯, 早安財經文化
6. 鄭吉村(2014), ”小鎮文創的社會創新模式”, 國立台灣科技大學EMBA碩士論文
7. 翁逸姝(2015), “翻轉NPO思維－喜憨兒基金會的社會創新力”, 國立台灣科技大學EMBA碩士論文
8. 何佳倚(2015), “一顆陀螺的夢想－轉動甘樂文創社會影響力”, 國立台灣科技大學EMBA碩士論文
9. 程文浩(2016), “以公益心 行公義事－若水國際的社會創新歷程”, 國立台灣科技大學EMBA碩士論文
10. 陳景陽(2016), “鮮乳坊社會企業的白色力量”, 國立台灣科技大學EMBA碩士論文

三、 網站部分
1. 聯合國經濟與社會事務部(https://www.un.org/development/desa/en/)
2. 聯合國糧食及農業組織(http://www.fao.org/)
3. 聯合國環境規劃署(https://www.unenvironment.org/)
4. 國家發展委員會(https://www.ndc.gov.tw/)
5. 智慧農業(https://www.intelligentagri.com.tw/)
6. 遠見雜誌(https://www.gvm.com.tw/)
7. 今周刊(https://www.businesstoday.com.tw)
8. 行政院農委會(https://www.coa.gov.tw/)
9. 農業科技研究院(https://www.atri.org.tw/)
10. 世界氣象組織(https://public.wmo.int/)
11. 中央氣象局(https://www.cwb.gov.tw/)
12. 台灣環境協會－環境資訊中心(https://e-info.org.tw/)
13. 政府間氣候變化專門委員會(https://www.ipcc.ch/)
14. 中華電信官網(http://www.cht.com.tw/)
15. 價值共創社群(https://www.vcc.com.tw/)
16. 每日頭條(https://kknews.cc/)
17. 群眾募資平台(https://www.flyingv.cc/)
18. 數位科技網(https://www.digitimes.com.tw/)
19. 數位時代(https://edm.bnext.com.tw/)
20. 農業科技決策資訊平台(https://agritech-foresight.atri.org.tw/)