隨著時代的進步，企業之間的競爭已經從傳統的產品之間的競爭，轉化成包含企業價值、利潤公式、關鍵資源及經營流程等全方位的競爭。本研究主要目的即在於透過探討台灣大車隊的經營模式，運用系統思考作為釐清此一個案之研究工具；進一步探索此一企業之經營狀況。透過研究且運用系統環路圖連結企業整體價值主張、利潤公式、關鍵資源、關鍵流程等四項要素探討並構築各關鍵要素間的動態結構，進一步探討其整體管理意涵及未來發展結果。藉由案例探討可發現台灣大車隊透過經營模式不斷增強系統迴路以創造利潤，並使企業持續成長。期望此一案例可做為未來企業發展之整體思考方向，且更進一步協助組織轉化成為知識經濟體之最佳規範。

Competitions between enterprises nowadays have switched their forms from the field of products in the traditional way, to a full range style where enterprise value, profit formula, key resources and operational processes are all taken into account. Thus, the purpose of this study is to clarify the business model of Taiwan Taxi Company in a system dynamic manner. In this study, a causal loop diagram based on four elements- overall value proposition, profit formula, key resources and operational processes, is constructed to demonstrate the dynamic structure of the system and for other further discussions. Through the discussion, the fact that the business model of the Taiwan Taxi Company generates the steady growth of itself through repeatedly enhancing the systemic loop can be concluded. This scenario can be set as a future-leading sample case, and can be used in assisting others transforming into knowledge-based organizations.