新興市場正快速的累積經濟實力。新興市場成為企業下一波的重要成長動能，但其具備貧富差距大、所得不穩、生活差、基礎建設落後、對產品服務不熟悉…等特點，舊商業模式窒礙難行。企業為掌握新興市場全新挑戰，回應企業社會責任超越的要求，企業必須著眼這些獨特的利害關係人，從商業模式的創新來創造利潤及包括社會利益的共享價值，創造共贏局面。本研究運用聯合國開發計劃署(United Nation Development Programme, UNDP)的個案庫來檢視World Economic Forum(2009)提出的新興市場新商業模式的觀點，並經由個案的探討歸納新商業模式組成的本質的改變還有管理的意涵。
新商業模式設計觀點包含「可負擔的使用權」、「槓桿運用社會隱藏資產」、「建構公共財之間的橋梁」、「在地化規模與規模化經濟的平衡」、與「影響力治理」。新的觀點使舊商業模式的組成產生質變。從「強化生活機能價值」出發，新商業模式必須1)提供貼近當地水準的價格；2)替當地量身打造產生獨特的產品及服務；3)自給自足。以「教育的行銷與溝通」企業得1)運用正式控制以外的企業實質影響力建立信任；2)運用關鍵人物建立口碑；3)傳達商業模式利益，來將企業從價值的提供者轉換成價值的連結者並且建立信任，透過「重塑跨邊界的立體價值鏈」企業必須1)連結當地生產活動；2)善用當地的固有配銷體系；3)跨越基礎建設限制。建立「創意式的合作關係」來提供信任、永續、自給自足的商業模式。新商業模式開展需要「釋放組織束縛」的支援，企業勢必1)展現高階管理階層承諾；2)建構彈性可調整模組化的團隊；3)建立清楚的目標價值及短期戰果。
企業必須跨越組織的迷思與規模的迷思，並接受新興市場的消費者獨特的需求(低價、高品質)、運用影響力而非正式的控制體系、從價值的提供者轉換為價值的連結者。才能夠有效的接觸到下一個百億商機。

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