研究旨在探討社會企業的價值主張與其商業模式的關聯性，從發展歷程及營運模式分析商業模式的組成，訪談符合社會認同的社會企業，瞭解其成立原因及現況後，藉由建構商業模式畫布圖檢視社會企業的商業模式，將價值主張、目標客層、顧客關係、通路、關鍵合作夥伴、關鍵活動、關鍵資源、成本結構、收益流等九項商業元素作為研究資料，分析其中的價值主張與其他八項的關聯性，以證明價值主張的影響力。本研究以價值主張探討社會企業的商業模式歸納資料後，摘要重要發現如下：(一)社會企業的成立及營利必須貼近價值主張；(二)社會企業的商業模式畫布圖因為自身價值主張所賦予的特殊身分，會對其它商業元素產生程度不一的影響，且正面負面皆有；(三)社會企業可分為具備情緒性價值與不具備情緒性價值兩種。本研究依據研究結果及結論，對未來社會企業成立及商業模式調整的建議包括：(一)企業成立時需檢視是否具備完整的商業模式足以支撐運作；(二)社會企業可活用其價值主張，爭取資源強化商業模式，提升市場競爭力。此外，在後續研究上，針對研究對象、研究工具提出建議。

The purpose of this study is to explore the relationship between the value proposition of social enterprises and their business models, to analyze the composition of business models from the development process and operation model, to interview social enterprises that meet the broad social identity, to understand the reasons for their establishment and the current situation, and to construct the business. Business Model Canvas examines the business model of social enterprises, and considers nine business elements: value proposition, target customer layer, customer relationship, access, key partners, key activities, key resources, cost structure, and revenue stream. The data analyzes the relationship between the value proposition and the other eight items to prove the influence of the value proposition. After the data collection is summarized, the conclusions of this study are proposed. This study uses the value proposition to explore the business model of social enterprises. The following information is summarized as follows: (1) The establishment of social enterprises and the profit must be close to the value proposition; (2) The business model canvas map of social enterprises is given the special status given by its own value proposition. It will have different degrees of influence on other business elements, and both positive and negative; (3) Social enterprises can be divided into two types: emotional value and non-emotional value. Based on the research results and conclusions, the recommendations for the establishment of future social enterprises and the adjustment of business models include: (1) When the company is established, it is necessary to examine whether a complete business model is sufficient to support the operation; (2) social enterprises can use their value propositions, Strive for resources to strengthen business models and enhance market competitiveness. In addition, in the follow-up study, suggestions are made for research subjects and research tools.