為回應有關商業生態系在設計與驅動環節的理論—實務缺口，本研究聚焦探討下述課題︰(1)能否類比既有研究、場域特質和數據，研提轉換為商業生態角色的衡量指標；(2)能否槓桿消費者移動與跨店行銷數據，辨識業者在商業生態系的角色；(3)能否搭配短期資源與服務設計，驅動原先不具關鍵者之商業生態系發展。本研究以台北市代表商圈為標的，透過為期半年的驗證後發現，所提四項指標可協助測試與區辨既有場域店家角色，並透過關聯分析找出潛力候選關鍵業者；惟結果亦顯示，若生態系領導者心態未到位，且未能累積長期應用資源，則短期挹注與服務設計恐僅能形塑聯合行銷成效，難以誘發不同種群商家參與，更遑論促成商業生態系永續。

To help close the gap between theory and practices in terms of business ecosystem design, this study investigates the following three research issues: (1) whether it is applicable in developing an operational framework and measures for mapping firms into appropriate roles of a business ecosystem based upon accessible practical data and guidelines from current studies; (2) whether leveraging customer flow data and cross-firm marketing data is beneficial in depicting the possible role of each firm, thus designing an appropriate business ecosystem; and (3) whether the abovementioned design, cooperating with external, short-run sponsored resources, is helpful in activating and fostering the operations and sustainability of a business ecosystem without keystone players inside. A represented commercial district in Taipei is investigated, whereas a six-month-long proofof- concept (PoC) stage is examined. Results reveal that the proposed method covering four corresponding measures perform well in terms of role classification based on a fitness role portfolio mapping and the ability of identifying potential key players in the ecosystem. However, our findings also reveal that without dramatic changes in the mindset and behaviors of various participants in the business ecosystem, the ecosystem can be hardly fostered and sustained by short-term supports through external driving forces.