本研究以T公司為個案，探討產業資訊研究機構之商業模式運作邏輯。隨著全球科技產業持續發展與技術快速迭代，企業在投資與營運上面臨極高的不確定性，對精準市場情報的需求與日俱增。本研究主要分析T公司在高度不確定的科技環境中，如何配置內外部資源以建立不可替代的研究權威。研究方法採用質性個案研究，透過深度訪談與重要性排序法，並搭配商業模式畫布（Business Model Canvas），進行整體分析。研究結果發現，T公司的商業模式呈現獨特的雙核心驅動特質。在內部價值創造上，高度仰賴關鍵夥伴，即獨家供應鏈人脈獲取第一手非公開情報，並結合關鍵資源，即專業分析師團隊進行由下而上的數據推算與交叉驗證；在外部市場拓展上，有別於傳統企業依賴通路推銷，T公司將高準確度的預測報告與國際權威媒體的頻繁引用作為建立市場公信力的核心機制，藉此形成極高的客戶黏著度。此外，企業在運作過程中，也必須面對如何將零散的市場雜訊轉化為結構化商業情報的跨領域整合挑戰。本研究結合理論與實務，整理出適用於產業資訊研究機構的商業模式發展策略，並針對隱性知識管理、供應鏈價值共創及跨領域整合研究提供具體的管理建議，作為知識密集型服務企業未來發展與後續研究的參考。;This study explores the business model of market intelligence firms through a case study of Company T. As rapid technological changes create significant market uncertainty， building research authority and market trust is critical for Knowledge-Intensive Business Services （KIBS）. Using a qualitative approach with in-depth interviews and importance ranking， this research integrates the Business Model Canvas to analyze how Company T establishes its research authority. Results reveal a "dual-core" driven model. Internally， the firm relies heavily on exclusive supply chain networks as key partners to acquire non-public intelligence， while utilizing professional analysts as key resources for bottom-up data validation. Externally， instead of traditional marketing， Company T leverages high-accuracy forecasts and frequent authoritative media citations as powerful quality signals. This approach effectively overcomes information asymmetry and builds high customer stickiness. Ultimately， this study provides practical management strategies for KIBS regarding tacit knowledge management， supply chain value co-creation， and cross-domain integration， serving as a reference for future academic and industrial development.
