隨著企業持續擴張規模及多角化成長，不同功能定位的事業群相繼產生，包括產品性質、發展成熟度以及市場競爭力也有所差異，傳統各事業群獨立的行銷模式對於企業集團整體效益而言已顯不足,本研究藉由文獻理論分析的回顧建構行銷整合平台的雛型，並且進一步透過產業專家訪談的結果歸納出行銷整合平台對於企業集團整體效益之優缺點；以某企業集團為例，驗證行銷整合平台模式並提出行銷整合平台發展模式以及分析行銷整合平台對於企業集團整體之價值。 企業外部就產業訪談各功能單位的結果歸納出關於顧客關係、供應商管理及Buyer對於行銷整合平台的優缺點看法。優點方面，對管理當局當局而言，行銷整合平台可以幫助管理當局與各事業群的策略聚焦，資源利用更有效率，且由於各事業群的累積加乘效果有助於拓展經濟規模；缺點方面，企業各部門及管理單位普遍認為溝通過程的時間冗長、溝通成本過高，而各事業群由於利潤中心制自負盈虧，使行銷整合平台因績效難以評估而影響合作意願。行銷整合平台之發展分三個階段，分別帶給企業在短中長期上的整體效益。對於企業內部的價值乃在於組織內部跨單位的資源整合；在企業整體競爭力提升的前提下，隨著行銷整合平台成功案例的持續增加，長期經營上將有助於增強客戶的信任感，對新事業群的客戶開發具有延伸效果，達到企業永續經營的策略目標。

Hewlett-Packard was the leader of computer for many years but losing its core-competence recent years, this thesis is trying to study the root cause internally based on the strategy management perspective. From external marketing environment to internal functional level analysis to support the key reason on Hewlett-Packard strategy management issues. In the competitive market of computer industry, We can see the old companions like Dell and Sony are no longer as profitable as they were used to be, Dell has gone off market since 2013, and Sony announced they will leave the PC market. In this thesis, we divide chapters into functional level strategy and business level strategy to demonstrate how HP is cope with current trend and what decisions have been made. Hewlett-Packard is gradually losing its competitive strength due to several reasons. For instance, R&D design products with less innovation but cost-oriented, marketing do not position product as premium product in the market, and supply chain controls inventory less efficiently.