「打鹿岸原住民人文餐廳」這企業經過20年的營運至今，在面對現今餐飲市場環境快速變化，經營手法傳統以及定位未能與時俱進等因素，形成企業發展上的限制，另一方面在新一代的經營者，在有限的資源條件下來轉型變革，讓這個以原住民文化傳揚的特色平台能永續經營，期許在活化原住民資源後，能自然而然源源不絕的形成循環回饋的機制，創造社會價值，讓「原住民飲食文化」能夠發揚傳承下去。
本研究以哈佛個案研究之方式進行，藉由個案內容可用於討論如何藉由創新的品牌個性，善用手邊資源、創意改造將資源活化，藉與各個利害關係人共創價值作為膨脹劑達到效益最大化。透過服務主導邏輯做為加速器組順利將企業推向目標的核心；最後，如何透過左右開弓社會企業，將原住民原鄉部落資源相互成就，為消費者帶來價值的故事。並可作為二代經營者轉型為第二代創業者的個案發展參考。

In order to bring pleasant experience and build positive impression and popularity of the brand, every operator of a brand restaurant would painstakingly plan their products with rich ingenuity based on the preferences of their target customers at all times.
After 20 years of operation, the company of“Daluan Aboriginal Humanities theme restaurant” was facing many challenges, such as the rapid changes of today's catering market, outdated business operating model , and vague market positioning which resulted a limitation on business development. The new generation of the management, under limited resources, has made a successful business transformation, so that the platform of aboriginal culture can be sustained. It is expected that after the activation of the aboriginal resources, the cyclical feedback mechanism can be formed and the social value can be created to let the "indigenous aboriginal food culture" be carried forward.
This research is conducted in the form of Harvard business case study. The case can be used to discuss how to activate resources through innovate the brand personality and utilize the resources off hand to create business transformation. This process can incorporate all stakeholders and maximize the benefit of them. The process can also use the service-led logic as the accelerator to pushes the enterprise to reach the core business goal successfully. Finally, the story of how a social enterprise can create value for the consumers by utilizing various aboriginal tribal resources can serve as a reference business model for new generation entrepreneurs who intent to make a good case study for business transformation.

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