在再生资源行业中，占主流地位的赚取差价盈利、交易对象不固定的自由交易型模式使得从业者始终处在一个无序竞争、交易结构不稳定的市场环境中，现代化、标准化、规范化的运营难以实践，离经济效益和环境效益共赢的目标相距甚远。再生资源行业如何以新的战略发展要求为目标提升行业水平、探索转型升级之路，已然成为这一行业亟待解决的问题。再生资源行业的转型升级既需要行业内有一定规模、影响力，规范化的回收中心企业主导，同时也离不开在政策支持下营造的良好的企业经营环境。 本文研究的案例公司是一家位于北京的再生资源回收分拣中心企业，简称H公司。现阶段北京正在实施疏解非首都功能、严格的环保督查和规划符合政府对城市管理要求的规范化、现代化的再生资源分拣中心等城市规划新措施。在这样的新形势下，H公司一方面遇到了一定程度的经营困难，但同时也迎来了进行公司回收运作模式转型升级的契机。因此，公司迫切需要顺应新的形势解决回收运作模式转型问题，一方面寻求新形势下企业自身的生存发展之路，另一方面力图为推进再生资源行业建立良性竞争秩序，顺应国家战略发展要求做出贡献。 通过阅读再生资源行业、商业模式理论和分析方法相关书籍和文献，本文将再生资源企业回收运作模式与商业模式理论内涵的联系起来，提出并分析了二者的一致性和再生资源回收模式运作的特殊性，以此作为论文的理论基础。接着，本文对北京再生资源行业现状下H公司回收运作模式转型的原因进行分析，说明了原有的传统回收模式，分析了问题，提出了H公司回收运作模式需要转型的驱动因素。而后进入H公司新型的回收运作模式构建分析中，首先分析了公司面对的市场环境和关键政策的新形势，提出了转型导向，接着运用商业模式画布框架构建了H公司新型回收运作模式的画布，提出新模式构建的路径，构建了新模式的实施路径。最后本文分析了H公司新模式的运作试点的结果，分析了新型模式的实际作用和试点运行中的困难以及改进建议。

The free-trade model that makes the dominant position in the renewable resource industry to make the difference and make the traders unfamiliar makes the practitioners always in a market environment with disorderly competition and unstable trading structure. Modernization and standardization , Standardized operation is difficult to practice, far from the goal of economic and environmental benefits and win-win situation. How renewable resources industry to the new strategic development requirements as the goal to upgrade the level of the industry to explore the transformation and upgrading of the road, has become a problem to be solved. The transformation and upgrading of renewable resources industry requires not only the industry has a certain scale, influence, standardization of recycling center business-oriented, but also can not do without the policy support to create a good business environment. Case study of this article is a large-scale recycling company in Beijing, referred to as H company. At this stage, Beijing is implementing new urban planning measures such as decentralizing non-capitals, strict supervision and planning of environmental protection and compliance with the government's standardized and modernized recycling center for urban management. Under such a new situation, on the one hand, Company H has encountered a certain degree of operational difficulties, but at the same time, it has also taken the opportunity to optimize and upgrade its recycling operation mode. Therefore, the Company urgently needs to solve the optimization of recovery operation mode in accordance with the new situation. On the one hand, it seeks for the survival and development of enterprises under the new situation. On the other hand, it strives to establish a healthy competition order for the promotion of renewable resources industry and make its contribution to the requirements of national strategic development. By reading books and documents related to renewable resource industry, business model theory and analytical method, this paper discusses the relationship between recycling business model and the connotation of business model theory, puts forward and analyzes the consistency between the two and the operation mode of recycling resource recovery as the theoretical foundation of the dissertation. Then, this article analyzes the reasons for the restructuring of recycling operations of H company in the current situation of renewable resources industry in Beijing, illustrates the original traditional recycling model, analyzes the problem, presents the driving factors for the transformation of H company's recycling operation model. In the analysis of H company's new recycling operation mode construction, analyze the company's market environment and the new situation of key policies, propose transformation oriented, using the business model canvas to construct the canvas of the new recovery operation mode of H company, propose the path of the new model construction, established a new mode of implementation. Finally, this paper analyzes the results of the pilot operation of the new model of H company, analyze the practical role of the new model and the difficulties in pilot operation and suggestions for improvement.