臺灣社會從工業時期轉變為後工業時期，人民的生活品質提升和健康意識抬頭，運動漸漸受到大眾的重視。《運動產業發展條例》將運動保健業列為十三項運動產業之一，運動醫學和科學的進步，促使運動保健的成長，但鮮少文獻針對運動保健業做出相關研究。本文以質性研究，旨在探究運動保健業的商業模式。研究參與者包括運動保健業中經驗非常豐富之教練、講師、管理階層或老闆，研究將以商業模式圖為基礎，分析運動保健業現況、涵蓋範圍、商業模式成功因素。資料處理與分析以半結構式訪談，輔以文獻資料等，並將商業模式圖分為四大部分進行分析，研究結果顯示運動保健業產值成長當中，但是行業標準涵蓋範圍定義上學界與業界存在分歧，並未有一致看法。另外，運動保健業商業模式圖，需求導向方面顯示目標客群：上班族、運動員、運動防護員、物理治療師、術後或身體不適者等。通路：新舊媒體、實體店面、電商平台等。供給導向方面顯示，關鍵活動與關鍵夥伴：政府、學校、各體育單位、大型運動賽會、健康相關企業、物理治療所、醫療健檢機構、IT資訊系統合作、通路開發、產品開發等。關鍵資源：人力、通路、貨源、供應商、IT資訊系統等。財務導向方面顯示，收益流：檢測、醫療、運動訓練、運動耗材、運動指導用品、銀髮族用品、課程、線上課程等。成本：人事、管理、耗材等。最後，建議政府修訂其行業分類，未來研究可以透過產業關聯數字層面進行其探討，又或是針對商業模式不同構面進行研究。

Taiwan's society has changed from an industrial period to a post-industrial period, with the improvement of people's quality of life and the rise of health awareness. The "Sports Industry Development Act" lists the Sports and Health Industry as one of the thirteen sports industies. Advances in sports medicine and science have led to the growth of sports and health industry, but there is little literature studying on the Sports and Health industry. This article is a qualitative research to explore the business model of the Sports and Health Industry. The research participants include experienced coaches, lecturers, managers or bosses in the Sports and Health industry. The research will base on the business model to analyze the current status, coverage, and business model success factors of the Sports and Health Industry. Data processing and analysis is based on semi-structured interviews, supplemented by literature, researcher logs, etc., and the business model is divided into four parts to analyze. The research result shows that the output value of the Sports and Health industry is growing, but when we defined it on the coverage of industry standards, it becomes divergent in tems of the academic domain and practical domain, and there is no consensus on the idea. It is recommended that the government revise its industrial classification. In addition, the business model of the Sports and Health Industry shows that the target audience are: office workers, athletes, physical therapists, athletic trainer, post-operative or unwell people, etc. The supply orientation shows that the key activities and partners are: the government, schools, various sports units, large-scale sports competitions, health related enterprises, physical therapy centers, medical and health examination institutions, IT information system cooperation, channel and product development, etc. The key resources are manpower, channels, sources of goods, suppliers, IT information systems, etc. However, the the revenue streams of the financial orientation are: testing, medical care, sports training, sports consumables, sports guidance supplies, elderly supplies, courses, online courses, etc. The costs are: personnel, management, consumables, etc. It is suggested that the discussion can be carried out through the digital level of industry association in the future or conduct research on different aspects of business models.

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