本個案為探討創新理論之實例，個案描述Skyroam Technology的創辦人Jing於2008年，本想利用公司成功研發的專利技術─VSIM為核心，推出創新的漫遊產品，來替出國旅客解決長久以來所面臨漫遊資費過高的痛點，因想法不被董事會接受，最後黯然離開；而當時矽谷諸多創投因受到金融海嘯的波及，而趨於保守，因此Jing只好離開熟悉的矽谷，回到中國重新創業；過程中運用之前累積人脈與信譽，找到天使創投資金而成功建立團隊，並歷經技術開發、產品定位、銷售通路等問題以及市場需求的變化，最後終於在2014年成功推出一個破壞式創新的數據漫遊服務，顛覆了國際漫遊市場的規則；並以創新的商業模式，整合合作夥伴、通路商、客戶，提供出國旅客一個全球漫遊本地價格的優質網路。雖然服務上線後，業務迅速擴展，公司營運流程和後台系統也持續優化，但是Jing敏銳觀察到電信產業趨勢的轉變與其他商業模式的可能性，他必須決定公司是否需要再次轉型。
本論文包括個案內容和教師手冊兩部分，透過本論文可讓讀者理解新創公司進行破壞式創新、商業模式創新的過程，以及如何從核心的資源與能力來評估一個企業的競爭優勢，進而在日後遇到類似情境時，能有所啟發。

This case study describes founder of Skyroam Technology Jing planned to use a new developed technology VSIM to release a new roaming product which can solve high roaming fee in 2008. However, Jing’s idea didn’t be accepted by board of directors so he decided to leave the company he worked for. At that time, Silicon Valley was suffered financial tsunami which caused a conservative environment, hence, Jing left Silicon Valley back to China to create his own business then used his credit and network to attract investment from angel capital. During Jing’s entrepreneurship career, he overcome technology development, product defined, marketing channel and dynamic marketing changes. Finally he successfully raised a destructive innovation data romancing service and change marketing rule to extend business scope in 2014. However, the success business model didn’t stop Jing to think more about any new opportunities of telecommunication industrial trend and business model which can be implemented into his company.
There are two parts in this study which includes case description and teaching manual.
Through this study people not only understand a new company executes destructive innovation, business model innovation processes, and how to evaluate competition strength with its core value but also being ready to face similar situation and make the right decision in the future.

中文文獻
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英文文獻
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