本研究聚焦臺灣傳統洗衣業在永續浪潮與市場結構轉變下的商業模式重構。近年受ESG、碳盤查與淨零政策推進，再加上自助與平台化業態崛起，傳統洗衣店面臨市場萎縮、技術落差與永續治理要求升高等挑戰。作為高度在地、勞力密集且以中小企業（SMEs）為主之產業，其永續轉型難題呈現外部要求高、內部能量弱的典型落差。為回應此一問題，本研究以商業模式／三層次商業模式作為主要分析架構，並結合三重底線理論、價值共創與創新理論作為輔助觀點，探討臺灣傳統洗衣業如何在ESG壓力、自助洗衣與平台化服務興起的情境下，重新調整其價值主張、顧客關係、關鍵資源與合作模式，進而形成永續導向的商業模式重構。研究方法採質性取徑，結合文件分析與深度訪談。文件分析涵蓋政府統計、永續政策指引與產業報導；訪談對象包括傳統洗衣店業者、自助洗衣業者、平台服務提供者、協會代表與政策相關代表，共計蒐集八位受訪者資料。研究結果顯示：(1)永續實踐以節能設備與環保洗劑為主，但投入受限於資金、技術與治理能力；(2)顧客參與多仍停留於口碑與人情互動，未形成系統化共創機制；(3)創新轉型已從單純服務升級走向平台化合作，呈現破壞式與開放式創新並行；(4)商業模式重構之關鍵在價值主張、關鍵資源與顧客關係等構面重設，並與永續三構面逐步對齊。本研究建議政府簡化永續揭露要求、補貼技術升級；產業面應透過跨域合作導入開放式創新，並將顧客參與制度化，以形成永續之商業模式。研究最後提出永續導向商業模式設計框架，對傳統服務業永續轉型提出具體理論與實務貢獻。

This study examines how sustainability pressures and market shifts have prompted a reconfiguration of the business model in Taiwan’s traditional laundry industry. ESG requirements, carbon accounting, net-zero policies, and the emergence of self-service and platform-based models have created additional challenges for traditional stores, including market contraction, technological gaps, and governance demands. As a localized, labor-intensive sector dominated by small- and medium-sized enterprises (SMEs), the industry exhibits a gap between external pressures and limited internal capacity. Grounded in the Business Model Canvas, the Triple-Layered Business Model Canvas, the Triple Bottom Line, value co-creation, and innovation theories, this study explores how traditional laundries adapt their value propositions, customer relationships, key resources, and collaborative mechanisms in response to ESG pressures and new service models. Using a qualitative approach, this study combines document analysis with in-depth interviews. The document analysis covers government statistics, sustainability policy guidelines, and industry reports. The interviewees include traditional laundry operators, self-service laundry operators, a platform-based service provider, an industry association representative, and a policy-related representative, for a total of eight participants. The findings show that: (1) Sustainability practices focus on energy-efficient equipment and eco-friendly detergents, but they are constrained by financial, technological, and governance capabilities. (2) Customer participation is mostly word-of-mouth and relationship-based, lacking a systematic co-creation mechanism. (3) Innovation has shifted from service upgrades to platform-based collaboration, reflecting open and disruptive innovation. (4) Business model reconfiguration focuses on redesigning value propositions, key resources, and customer relationships, all while aligning with sustainability dimensions. The study suggests simplifying sustainability disclosure, supporting technology upgrades, strengthening cross-sector collaboration, and institutionalizing customer participation. The study proposes a sustainable business model framework and offers implications for service industries.