傳統內容產業過去強調單一內容價值模式的完整性，能構成獨立完整的產品系統，並具備獨立生存的價值鏈。隨著網路興起的衝擊，傳統內容產業的商業模式 (Business Model) 結構也隨著巨大改變進化。
本研究基於商業模式為基礎，並結合顧客知覺價值理論的價值創新結構、生態系理論以及訂閱經濟理論，發展完整的商業模型之框架，其細分為四結構:價值創造、市場端結構、供給端結構、獲利結構，用以探討現今數位內容產業發展的優勢與困境。
本研究以質化研究蒐集相關訪談資料，並以分析歸納法彙整與釐清研究訪談內容，在研究效度則採用三角檢驗法，以確保研究品質的一致性。本研究透過深度訪談多位數位內容產業專家學者，歸納訪談內容，彙整相關文獻與產業實際案例，研究結果共有7項發現：
1. 傳統單一形式媒體生存困難。
2. 內容生產方式改變-KOL+素人專家＋分眾平台興起，瓦解傳統內容産業價值鏈。
3. 內容的剛性需求改變-節省時間和弱連結是新的剛性需求。
4. 訂閱量、續訂率、回購率下降-訂閲經濟中服務比産品重要。
5. 相同的內容在不同的情境，產生不同的價值-廣告收益的價值模式移轉。
6. Infrastructure技術創新與行動裝置的普及帶來破壞式創新。
7. 隨經濟帶來內容產業二次曲線的新生機。
本研究結果分為三個部分，其一以顧客知覺價值裡論歸納6項個案訪談，進一步歸納與彙整影響電子書銷售產業的問題以及知識付費推廣的問題。其二從本研究者的業界經驗加上半結構訪談內容產業之業者的經營模式，歸納出5種知識內容的垂直整合生態系之經營模式。其三，本研究基於訂閱經濟理論歸納出數位內容產業的獲利模式，共分為五種類型。
期望本研究能夠協助業者開拓出新的價值營運模式，解決當前營運困境，針對不同分眾族群內容需求對應適當的運營模式，以提高消費者購買或使用服務意願，進而構建産業穩定的營收模式。

Traditional content industry used to emphasize the integrity of a single content value model, which established an independent and complete system of products and had its own value chain of survival. With the impact of the rise of the internet, this business model has evolved along with the changes.
This dissertation, based on business model combined with Customer Perceived Value Theory, Bio-Ecological Systems Theory and Subscription Economy Theory, aims to develop a complete business model framework which is divided into four structures: value creation, market-side structure, supply-side structure, and the profit structure and to explore the advantages/disadvantages of the development of digital content industry today.
In this research, qualitative research is used to collect relevant interview materials and inductive analysis is used to compile and clarify the content of these interviews. To ensure the consistency of the validity of this research, the triangular test is also employed.　This research, through in-depth interviews with multiple experts, including media group presidents, digital content platform founders, CEOs and academics in the field of digital content, and the review of relevant literature and industry cases, results in 7 findings:

1. It will be hard for traditional single-format media to survive.
2. Changes in content production methods--the rise of KOL + amateur experts + Focus platform--are disrupting the value chain of traditional content industry.
3. The rigid demand of content changes--saving time and weak links--is the new rigid demand.
4. Subscription economic services--subscription numbers, renewal rate, and repurchase rate drop--are more important than products.
5. Advertising-based revenue models have been transferred--the same content can produce different values in different situations.
6. Technological innovation in infrastructure and the popularization of mobile devices have brought disruptive innovation in the content industry.
7. Ubiquinomics brings new life to the content industry with the quadratic curve.

Since the content industry is facing great changes, this research provides: the new triple-layered business model for the industry to find the core value of the content, and 7 discoveries to provide a new entry point for the industry.
It is hoped that this research can help the industry to develop new value operation models, solve the current operational dilemmas, respond to different digital content types with appropriate operation models, and fulfill the needs of different ethnic groups, as to increase consumers' purchase or subscription services, and hence build a stable business in the content industry.

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