個案公司是國內知名數據中心服務商，成立於2000 年。由於中立機房的特性吸引了許多國內外海纜公司與電信公司進駐，形成群聚效應，使得各大電商公司、遊戲公司與品牌業者紛紛進駐，導致個案公司數據中心資源快速消耗。
2012 年個案公司展開第一次的轉型之路，透過適當調漲數據中心價格與轉型經營雲端服務，誘導客戶以雲端服務取代托管服務，有效減緩數據中心資源消耗的速度，並拓展新的業務方向。
然而接連幾年亮眼的雙位數業績成長，個案公司機房資源再次面臨耗盡的狀況，此時經營團隊站在抉擇的十字路口，究竟是要大舉投資新的數據中心，還是要重新評估雲服務的發展方向。2016 年底，個案公司經過仔細的市場分析、成本分析與營收預估試算，決定暫緩新數據中心的投資，轉而投入混合雲服務領域，展開第二次的轉型之路。
第二次的轉型開啟了個案公司全新的商業機會，除了原本的IaaS 公有雲服務外，也增加了私有雲服務與混合雲服務，更因為與多家電信同業合作後，意外發展出雲端平台即服務CPaaS 的全新商業模式。然而，轉型的背後意味著公司各項的措施必須跟著轉變，包含商業模式、銷售渠道、組織架構、服務流程、技術能力等等。本論文希望藉由探討個案公司的各項轉型作為與決策過程，供企業決策者與管理團隊參考與借鏡。
本論文將以哈佛個案方式撰寫，論文包含個案內容與教師教學指引手冊兩部分，透過老師引導以個案為實例探討：決策分析、商業經營模式、企業轉型策略等管理議題。期望本論文能提供MBA 或EMAB 授課使用。

The case company eASPNet, established in 2000, is a well-known data center service
provider in Taiwan. Due to the characteristics of the neutral, many domestic and
international submarine cable companies and telecom companies are customers of the
case, forming a clustering effects. Moreover, major e-commerce companies, game
companies and brand players became clients of the case, resulting in the rapid depletion
of data center space resources at the case company. In 2012, the case embarked on its
first transformation. By appropriately increasing the price of data center services and
introducing new cloud services, customers were induced to replace data center services
with cloud services, which effectively reduced the speed of data center resource
depletion and expanded a new business.
However, after several years of impressive double-digit performance growth, the case’s
data center space resources faced another constraint. At this time, the management team
stood at the crossroads of choice: Whether to invest heavily to build a new data center
or to re-evaluate the strategy of cloud business. At the end of 2016, after careful market
analysis, cost analysis, and revenue estimation, the case decided to postpone investment
in a new data center and to embark on its second transformation -- hybrid cloud services.
The second transformation opened a new business opportunity for the case. In addition
to the original IaaS public cloud service, it also extended to private cloud services and
hybrid cloud services. Moreover, after partner with multiple telecom companies, it
unexpectedly developed a cloud platform as a service– CPaaS, a new business model
for the case. However, the second transformation means that the case's various activities
must be followed, including business models, sales channels, organizational structure,
service processes, technical capabilities, and so on. This study hopes to present the
transformations of the case company and the decision-making process for reference of
the decision-makers and management team of other related enterprises.
III
This thesis will be written in the form of a Harvard case. The thesis contains two parts:
the case content and the instructor’s manual. Through the instructors' guidance, the case
will be discussed as an example of decision analysis, business model, enterprise
transformation strategy and other management issues. It is expected that the thesis can
be of use for MBA or EMAB courses.

一、 中文部分
1. 常宗翼 (2012)，「企業轉型的質性研究-以台灣傳統中小型企業為例」。
國立台灣科技大學企業管理學系碩士班碩士論文，台北市。
2. 袁素萍 (2003)，「企業轉型成功關鍵因素之研究」。國立成功大學高階
管理碩士在職專班EMBA 碩士論文，台南市。
3. 陳柔蓁 (2016)，「企業轉型策略之個案研究」。國立台灣科技大學財務
金融系EMBA 碩士在職專班學位論文，台北市。
4. 羅雪真 (2018)，「共居經營模式之探討-「玖樓」的下一步」。國立台
灣科技大學財務金融系EMBA 碩士在職專班學位論文，台北市。
5. 方達文 (2003)，「價值創造與組織轉型之最適搭配架構探索」。國立政
治大學資訊管理研究所碩士學位論文，台北市。
6. 陳明璋 (1990)，「企業贏的策略:掌握成功的四項關鍵:經理人、接棒、
轉型、創新」。台北:遠流。
二、 英文部分
1. Konczal, E. F. (1975). Computer models are for managers, not
mathematicians. Management Review, 64(4), 46-48.
2. McGrath, R. G., & MacMillan, I. C. (2000). The entrepreneurial mindset:
Strategies for continuously creating opportunity in an age of uncertainty
(Vol. 284). Harvard Business Press.
3. Ooi, T. W. M. (2010), “Exploring the key success factors of Organiztaion
Transformation”, Faculty of Management, Multimedia University Malaysia.
75
4. Osterwalder, A., Pigneur, Y., & Clark, T. (2010). Business model
generation: A handbook for visionaries, game changers, and challengers.
Hoboken. NJ: Wiley.• Sahlman, WA (1997). How to Write a Great Business
Plan. Harvard Business Review, 75(4), 96-108.
5. Timmers, P. (1998). Business models for electronic markets. Electronic
markets, 8(2), 3-8.
6. Viscio, A. J., & Pasternack, B. A. (1996). Toward a new business model.
Strategy & Business, 20(2), 125-134.
三、 網頁部分
1. 維基百科（https://zh.wikipedia.org/）
2. CMoney 投資網誌（https://www.cmoney.tw/）
3. 數位通國際官網（https://www.easpnet.com/）
4. 財團法人國家實驗研究院科技政策研究與資訊中心 iknow 科技產業資
訊室（http://iknow.stpi.narl.org.tw/Default.aspx）
5. RightScale STATE OF THE CLOUDREPORT 2019
（https://resources.flexera.com/web/media/documents/rightscale-2019-
state-of-the-cloud-report-from-flexera.pdf）
6. Cloud IT Infrastructure Revenues Surpassed Traditional IT Infrastructure
Revenues for the First Time in the Third Quarter of 2018, According to
IDC（https://www.idc.com/getdoc.jsp?containerId=prUS44670519）