隨著資訊技術的演進以及客戶購物習慣的改變，舊有的銷售模式不再能即時反應客戶需求的變化。因此，近年來企業開始轉變並發展以客戶為核心的訂閱模式。不同於以往專注企業自身的利益，訂閱模式需要思考如何滿足客戶的需求，幫助客戶從過程中獲取的價值。同時，企業也將客戶、合作夥伴當作寶貴的資源，透過客戶的數據、反饋進行分析，並加以調整、優化服務的內容。此一循環與客戶之間建立更緊密的聯繫和長期關係，進而提高客戶忠誠度。而在這發展的過程中，企業同時也在建立一生態系統，其強調與客戶的互動並從中獲取價值，使訂閱品牌獲得成功並更有效地滿足客戶的需求，從而讓雙方達到共生共贏的互利關係。
本研究透過蒐集商業生態系統之相關文獻，並搭配服務主導邏輯與資源依賴理論等理論基礎，從中萃取訂閱生態系統之轉型因素。依據個案研究與深度訪談等方法，針對個案資料以及專家訪談進行彙整與分析，以驗證本研究所探討之因素。而本研究發現，其生態價值、成員價值、成員互動、成員角色與參與架構等五項要素，均影響企業發展訂閱模式生態系統。除此之外，依據不同的成員價值的子因素，也會影響客戶對訂閱模式生態系統之接受度。因此，本研究針對獨特性、增值性與差異性三項子因素，建立內容製作、訂價機制與個人體驗等三種面向策略，藉此提供企業未來發展訂閱模式之參考依據。最後，研究限制與未來研究建議提供後續研究與實務管理之參考。

With the evolution of information technology and changes in customer habits, the sales model can not respond to customer demand in real time. Different from the past that companies focus on their own interests, they need to think about how to meet the needs of customers and help customers obtain value from the process through subscription model. At the same time, in order to adjust and optimize the content of services, companies also regard customers and partners as valuable resources, and analyze them through data and feedback. This cycle establishes closer ties and long-term relationships with customers, thereby improving customer loyalty. In the process of the subscription model development, companies are also building an ecosystem, which emphasizes interaction with customers and obtains value from them. companies through subscription make brands be successful and meet customer needs more effectively, so as to achieve a win-win situation mutually beneficial relationship.
In this study, we collected the literature of the ecosystem, and combined with the theoretical basis to extract the transformation factors of the subscription ecosystem. Based on case studies and in-depth interviews, we verify the factors discussed in this study. We found that five elements all affect the development of the subscription model ecosystem. In addition, sub-factors based on different member values will also affect customer acceptance of the subscription model ecosystem. Therefore, this study aims at three sub-factors of uniqueness, value-added and difference, and establishes three strategies such as content production, pricing mechanism and personal experience, so as to provide a reference for companies. Finally, we provide references for follow-up research and practice management from limitations and future recommendations of research.

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