自桃園國際機場於2010年由桃園機場公司接手經營以來，入境旅客量平均年成長率達到10％，致使相關服務設施負荷量可能會有超載之情況發生，其中客運轉運站作為桃園機場最主要的聯外交通設施，考驗更是首當其衝，機場公司不僅要能提出有效改善疏運效率之方案，同時必須掌握旅客之需求，考量客運業者之接受程度，調整經營模式，才能在變動的環境下持續發展。據此，本研究目的在於提出當客運轉運站面對負荷量不足之問題時，如何透過對價值核心本質的探究，調整自身經營模式，期望能做為未來欲進駐轉運站之業者及其他交通樞紐票務整合參考。 本研究對象為桃園機場公司、九家駐點客運業者及入境旅客，並檢視其互動關係，為了解現有經營模式與調整後經營模式與顧客需求之適配性，本研究運用Osterwalder & Pigneur（2012,2015）的商業模式畫布及價值主張圖來建立研究流程及架構，利用一對一訪談、德菲法、實地觀察法及次級資料收集個案研究所需之證據。 個案分析首先分析票務整合前之營運模式及評估售票大廳負荷量，得知負荷量超載之情況確實存在，分析後認為必須從疏運旅客的效率著手，建議採用自動化售票機及票務整合解決方案，接著針對入境旅客及客運業者進行價值主張研究，發現客運業者現行之價值主張並無法滿足入境旅客之需求。 有鑑於此，本研究將解決方案之價值地圖與入境旅客之顧客素描進行適配，並針對解決方案仍無法滿足之需求做價值主張調整，確認入境旅客與客運業者最終之價值主張，最後依此價值主張套用商業模式畫布九大構面，提出入境旅客策略之商業模式及客運業者策略之商業模式。 本研究結論除了提出針對入境旅客及客運業者策略之商業模式外，也透過完整針對問題進行分析，提出以下建構解決流程之建議： 一、 須先對研究問題進行分析，確認問題之嚴重性並藉此提出可能之方案， 二、 透過價值主張圖來找出顧客實際上之需求，並針對未被滿足之部分進行價值主張調整，獲取最終價值主張， 三、 將此價值主張發展成商業模式，以確實改善研究之問題。 本研究貢獻於其他轉運站或以櫃檯販售車票之機構在面對如負荷量不足之問題時，可作為做法上之參考，然由於本研究並非實際分析現存之個案作法研究，有其研究上之限制，因此需簡化轉運站所面對之問題情況，透過次級資料檢驗分析之邏輯是否合理。 / Since Taoyuan Airport Corporation took over Taoyuan International Airport in 2010, the average growth rate of visitors arriving to Taiwan has increased by 10% . This increase of visitors resulted in the overloading of relevant services and facilities, especially the public bus station which is the main transportation used by visitors. As a result the corporation will have to : (1) Propose improvement programs for the more efficient distribution of passengers；(2) Get a better grasp of the needs of passengers and bus companies； (3) Make modification to its business model in order to survive in a fast-moving environment. Accordingly, the aim of the study is to provide a value proposition for bus service providers to overcome the problem of overloading. This new business model can also be a reference to other bus stations or institutions for future use. The main objectives of this study are (1) The research of Taoyuan Airport Corporation and associated bus companies in relation to the increasing visitor numbers to the country； (2) The fit between the current model, adjusted business model and the customer demand. This study used the business model canvas and the value proposition map to provide a process for solving the problems they face. Moreover, the research survey was conducted through face-to-face interviews, Delphi method, field observation and secondary data that were required for the case study research. In relation to the case study: this study firstly analyzed the operations before the Bus-Ticket Integration and the problem of overloading. After the analysis, automatic ticket vending machines and ticket integration solutions were recommended for implementation. Secondly, this study made a value proposition research for visitor arrivals and bus companies. It was found that the current value proposition couldn’t meet the needs of visitor arrivals. As a result, this study started to investigate the fit between the customer profiles and the value map of the solution, and then made some adjustments. Finally, propose the adjusted value proposition and created the business model canvas accordingly. This study also makes recommendations for solving the problems through a redesign of the business model. Firstly, the study must analyze and confirm the problem beforehand so as to come up with a good alternative solution; Secondly, through the value proposition map, we can identify the customer needs and adjust the unsatisfied aspect in order to get the final value proposition; Thirdly, we can use this adjusted value proposition to make the business model canvas. This study also contributes to other bus stations or institutions as a reference in practice. The one restricting aspect of the study that some of the data was not available so I had to simplify the problems and situations, and inferred from the secondary data analysis.