本研究旨在探討廠商進入新產業之商業模式，過去對於進入新產業之研究，大都停留在觀念性之解釋，甚少有引用實際案例者，本研究經由產品實際銷售數據之收集與分析，對數位血壓計產業進行深入研究，探討台灣廠商進入數位血壓計產業之模式。本研究分別以技術成熟度與市場成熟度，來探討台灣數位血壓計廠商之進場時機，研究結論指出，台灣廠商在數位血壓計產業的進場時機，以技術成熟度而言，是在標準化期間之末及成熟期之初，此時技術快速進步之風險已降到最低。此外，就市場成熟度而言，台灣廠商多選擇於產業成長期進場，此時該項產品尚有合理之利潤。而為了在短期間擴大經濟規模，降低生產成本，代工手段是台灣廠商切入新產業最常見之方法。然而，近年數位血壓計之代工業務，已經面臨高市佔率卻低產值之處境，因此，台灣廠商也積極進行轉型，開始嘗試建立自有品牌及發展關鍵零組件業務，逐漸往微笑曲線左右兩端發展。

The prior researches of business development model almost focus on the conceptual model building. There is rare case study to discuss how an existing company to develop a new product. This paper discusses the business development model on electronic blood press monitors in Taiwan. We use two dimensions, technology maturity and market maturity, to measure when it is the optimal timing for a company to cut into a new product. As the result, we find that for Taiwanese companies, they select OEM as the shortcut to develop a new business. The optimal timing for them to cut into electronic blood press monitors is the standardized stage at technology maturity and the growth stage at market maturity.