本篇探討在2002年起的原物料多頭浪潮至2011年3月期間，以原物料指數：高盛綜合商品指數(GSCI)、農商品指數(GSCI AG)與股市、匯市為研究對象，利用共整合檢定與向量自我迴歸(VAR)還有向量誤差修正模型(VECM)模型等實證方法，在九個國家中，探討變數間的關聯性。 實證結果顯示，在股、匯市與GSCI的模型中，美國、印度與俄國具有共整合關係；在股、匯與GSCI AG的模型中，美國、澳洲與台灣具有共整合關係。表示這幾個國家變數間存在長期穩定關係。VAR與VECM結果顯示，不管是原物料出口國或是進口國，對於各國股市的影響，皆為顯著正向影響，在Granger 因果檢定上，除了日本以外，所有國家的股市皆具有Granger領先原物料變數的關係，而原物料會Granger領先於股市的國家有日本與俄羅斯，其中俄國股市與原物料GSCI具有雙向因果關係股市也顯著領先原物料指數。在農糧物料部分，股市會Granger領先農糧指數的國家比起綜合商品指數來說大幅減少許多，僅剩中國，印度兩國。在匯率部分，除了美國因為大多商品以美金計價，使得美元貶值與商品價格上漲有著顯著的關係外，其他國家貨幣因為是對美元匯率，所以一致呈現出當原物料價格上漲該國貨幣就會升值的影響。在原物料輸出大國，加拿大與澳洲特別明顯。另外在匯市上，原物料指數對大多數國家匯市具有Granger領先關係，而其中匯市Granger領先股市的國家有台灣與韓國，表示此兩國匯市與原物料具有雙向因果關係。在農糧物料方面，農商指數對大多數國家匯市仍具有Granger領先關係，而其中匯市Granger領先股市的國家僅有俄國，表示此國匯市與原物料具有雙向因果關係。

In this thesis, we discuss the possible diversification benefits offered by commodity futures, especially in the extreme equity market conditions. We see that adding commodity investments into portfolios could improve their performance with better diversification efficiency. However, with correlation estimation by methods developed by Longin and Solnik(2001) and Ang and Chen(2002), we see correlations between equity and commodity investments increase while they are on downside moves . The results suggest that the diversification benefits offered by commodity investment may change in different market conditions. For further examination, we divide our sample in groups ranked by the home market (U.S. equity investments) returns to see if the commodity-equity portfolio could still perform better over all-equity portfolio in different times. The statistical test shows that the commodity-equity portfolios still perform better than all-equity portfolios. We conclude that commodity investments could make portfolios better-diversified, no matter how the market conditions are.

第一章：緒論。說明研究目的、採購研究目的、採購研究的重要性、觀念架構、研究 方法及本論文的架構。 第二章：採購組織。探討採購人員的招募、職責、地位與訓練，採購單位與其他單位 的溝通，並論及採購的目標。 第三章：品質管理與數量管理。探討採購的品質與數量的問題和方法以達到適質、適 量的要求。 第四章、價格管理與時程管理。探討採購的價格問題與時程控制，達到適價、適時的 要求。 第五章：供應管理。探討供應商的尋找、評估與選定，並研究交易發生時應行注意的 事項。 第六章：績效評估。採購部門的績效如何評估﹖為本章的重點。 第七章：結論。

近年有關台灣中小企業的[新創]概念與實行蓬勃發展，是我國經濟發展的嶄新驅動力。從零開始的創業打拼過程，再再充分展現我國創業者的活力與韌性，更代表了島國台灣的強大不服輸的精神。世界經濟的發展和科技的演變，使創業模式更加多元化，然而面對國際競爭日趨激烈的經貿競爭環境，使得創業的挑戰更勝以往，尤其是中小企業要如何生存以及如何以小搏大，而能夠立足台灣放眼國際 ? 已是創新與創業最不可忽略的關鍵因素之一。 創新與創業是經濟進步的重要動力一環，若要激發創新與創業的能量與速度，則與創業所在地的經濟環境息息相關。現有國內的新創事業似乎多著眼於"產品"方面的創新，較少發展出市場經營"模式"的創新。學生相信這與台灣過去以製造業為主之特殊的產業型態有很大的關係，但未來若新創事業能夠多朝向[服務業多元化]、[產品製造業服務化]、[服務業科技化]等新興產業的模式，更需要的是對於市場、服務的創新。因此，本論文希望重商業模式的探討與新創服務業之個案研究，來探討服務業的商業模式與價值創造等議題，應有助於瞭解此一現象，並提供參考。 如何做到最成功最賺錢的”小企業”。 理論上這一個小企業通常是結合較低的開銷和啟動成本再加上特殊專業的技能和十足的運氣。以下本文所討論到的新創產業故事， 將深入剖析固中成功元素的關鍵 。 由於日益全球化和自由化的經濟大環境，使得21世紀的商業市場變得更具競爭性以及透明性。 再加上競爭威脅的經濟脆弱性不斷迫使小型商業 機構要加速垂直整合或合併以便提高自身的能力、效率和競爭力。 另外我們將討論到小企業如何在競爭的環境裡突破，那麼他們在經營的策略上可能必須要有何種[創新能力]以及[破壞力] ? ,唯有強大的[破壞力]才能夠在大型競爭對手環伺的情況下突圍並且迅速在極短的時間內攻城掠地。 中小型企業在經營的時候多半偏向於只思考如何跟平行的同業競爭而忽略了自己真正能夠生存的最重要條件 : 應該是思考在客戶面前的 "最佳被利用價值" ?! 也唯有提供客戶不同於競爭對手的更佳"被利用價值" 藉由客戶的提攜以及賞識才能夠讓新創或者小型企業迅速的成就交易，如果能夠不斷的站在客戶的立場提供專屬於每一個客戶需要的服務，那麼在一次一次的交易之後自然而然新創企業的地位與重要性迅速的被提升，最後至於同行之間的競爭問題也無需再多做過份的擔憂。 最後本論文的重點裡面也會討論到如何將本業創新經營的模式直接引用到其他行業、品項的可行性 ? 假使轉移性高且能夠得到成功 ,那麼表示這一個經營模式是可以被大部分的行業所利用 ,對一個生活在丸爾小島的台灣的我們而言 ,我們一直缺乏各式天然資源 ,因此如果能夠在世界產業鏈裡利用特殊的新創服務來介入國際貿易 ,並爭取到較好的收入 ,想必更值得讀者們參考與沈思。

本篇主要為原物料指數與總體經濟物價間動態關聯性的研究。由於近年來糧食價格高漲，本研究選取CRB現貨指數（Commodity Research Bureau）、CCI期貨指數（Continuous Commodity Index），與CRB農產品指數為原物料指數以觀察原物料價格對總體面物價影響的程度；研究期間為2001年10月至2011年3月；總經物價指標選擇生產者物價指數（PPI）、消費者物價指數（CPI）、再加上國內生產毛額（GDP）；選取的國家為美國、臺灣與中國。本研究以Johansen共整合、向量自我迴歸模型、向量誤差修正模型、Granger因果關係檢定及衝擊反應分析等方法，探討三項原物料指數與總體經濟指標的互動關係。 研究結果顯示，原物料指數與總體指標之間的長期均衡關係不明顯。因果檢定顯示，CCI指數在因果檢定上領先CRB指數與CRB農產品指數；除了美國的GDP之外，CCI指數也領先各項總體經濟指標，但不論是CRB現貨指數或CRB農產品指數，對總經物價指標的領先-落後關係都不明顯，表示在CCI指數為較佳的預測指標。由衝擊反應分析的結果顯示，除了有共整合關係的變數間相互影響為長期性之外，受影響的物價指標僅在短期內會受到原物料價格變動的影響：總體物價指標面對原物料價格波動的反應約3期之後反應便逐漸消失，顯示原物料價格與總體物價指數之間的短期失衡期間並不長。 / This paper investigates the relationship between the commodity indexes and macroeconomic price indexes. Due to the sharp increase of food price in recent years, we add CRB index (Commodity Research Bureau), CCI index (Continuous Commodity Index), and CRB foodstuffs index in the research to see the magnitude of commodity price indexes to macroeconomic price indexes. This paper selects United State, Taiwan and China as samples and manages to find out the relationship of commodity indexes and macroeconomic price indexes by applying monthly data from October 2001 to March 2011. Macroeconomic price indexes are PPI (Producer Price Index), CPI( Consumer Price Index) and plus GDP Index. This paper tries to get the answer by applying Johansen Cointegration Test, Vector Autoregression Model(VAR), Vector Error Correction Model (VECM), Granger causality test and Impulse Response Analysis. The result does not show obvious long-term relationship between commodity price indexes and macroeconomic price indexes; and Granger causality test exhibits that CCI index takes the lead in the change of time. But we do not get consistent result between CRB index, CRB foodstuffs index and macroeconomic price indexes in Granger causality test which means commodity spot indexes do not necessarily lead in the change of time. This result implies that CCI index a better indicator in forecasting. According to Impulse Response Analysis, macroeconomic price indexes are influenced by commodity index only in a short period of time and this result tells us that the disequilibrium between commodity indexes and macroeconomic price indexes will not last long.

本文內容包含三個主題相近的議題，首先我們探討在貿易互動的情況下，國際能源價格衝擊所帶來的跨國衝擊效果，接著根據多個年度的資料，延用第一個議題的模型分析跨國衝掔效果的演變，以及這樣的演變與貿易趨勢之間的關係，最後則探討委外代工的貿易活動對經濟體系勞動市場的影響，企圖尋找台灣近年工資不均度逐漸下降的原因。 由第一個議題的分析結果可以發現，若要有效降低原物料價格上漲所帶來的衝擊，可從國內高耗能的產業 (如石油煉製品業) 著手，藉由技術移轉、跨國產業合作或研發投入等方式提升耗能產業的技術，改善生產結構；此外，藉由分散進口來源，可以有效降低進口拉動的物價上漲；最後，在國際能源價格上漲時，公用事業部門的價格管制，可以有效控制物價上漲，尤其對於天然資源缺乏的國家效果較為顯著，且愈多國家採行價格管制策略時，對降低物價衝擊的效果愈好。。 由第二個議題的分析可得知，各國的個別產業在三個不同的年度受到相同衝擊時，當產業的中間投入裡，能源及石油煉製品的占比愈高，則價格衝擊反應便愈大，這樣的影響效果主要反應了直接效果。若仔細檢視國內的各產業委外代工活動對價格衝擊效果的影響，則可以發現在產業別資料時，兩者間的關係並不明顯，但若將分析層級提高到整體國家的話，便可以發現委外代工比例或是國際專業分工程度愈高的國家，其受到的物價衝擊似乎稍微較低，而此一部份則是反應了跨國貿易傳遞效果。 最後，由第三個分析議題可以發現，台灣過去25年來技能與非技能勞工的工資差距逐漸拉近，這樣的趨勢與近年文獻所觀察的結果有明顯的不同，仔細檢視其中的端倪，我們可以發現台灣工資不均度雖然與相對勞動雇用仍為正相關，但工資不均度卻受到委外代工與對外直接投資負向的影響，其中，僅電子電機及機械類別的委外代工對工資不均度具有影響顯著，但民生工業及重工業類別卻不顯著，這樣的結果與近年台灣電子業發展的模式有關，雖然此產業委外生產比例日益攀升，但隨著台灣電子業在全球舉足輕重的地位，產值逐年大幅成長，雖然其中零組件愈來愈多仰賴委由開發中國家生產，但於台灣進行組裝仍需大量非技能勞工，因此委外生產將使工資不均度的情形減緩。另外，從資料中也發現，近年台灣日益減緩的工資不均度情形，主要是由於相對勞動供給的增量大於相對勞動需求所致。 / This thesis contents three approximate subjects for discussion. First of all, we confer the interaction of trades when the rise of international raw material price influences multinational; according to the data taken from many years, we employed the model of the first subject to analyze the development of inter-regional impact, its effect and also the relationship between the development and the trade tendency. Lastly, the influence of outsourcing towards the labor market in the economy will be discussed, in order to search for the reason, which is responsible for the chronicle decrease of wage inequality. The result of the first discussion shows us, to slow down the price impact which is caused by the rise of the raw material, we can undertake national companies with high energy consumption industries (e.g. petrochemical industry); on these excuses: Technique shifting, international industrial cooperation or investment of researches and so on, the technology of high energy consuming industries could be promoted to improve the production structure. Further than that, dispersing import resources could efficiently reduce the price increase caused by import. The price control at public utility could bridle price rise effectively, when international energy price is arising. This is especially obvious in countries with lack of natural resource, not forget to mention the more nations introduce price control tactic, the better it is to reduce the price impact. By the analysis of the second discussion, it is said when each country in each industry at three different years experienced the same impact, the higher the industrial’s usage of energy and petro-products for intermediate inputs, the strong is the reaction of price impact and this influence mainly responded to the direct effect. If we examine the relationship between price impact and proportion of outsourcing, we could notice that the relationship is not very conspicuous in industrial level data. But if we move the analyze level higher to the whole nation, we could discover that the higher the percentage of outsourcing is, the lower is the resulted price impact. And this is because of the transmission effect of the international trade. Last but not least, the third discussion let us know, that in the past 25 years in Taiwan, the wage inequality of high skill and low skill labor was reducing chronically. Such a trend is clearly different from the result which is shown in the recently studies. Even the wage inequality is positive proportioned with the relative labor employed, but it has been negatively influenced by outsourcing and outward direct investments. The negative relationship counts to the most outstanding in electronics and electrical machinery industries, but civil industry and heavy metal industry is not much remarkable. This result is related to the expand model of Taiwan in the recent years. Although, the percentage of outsourcing grows day by day, but with the importance of Taiwan’s electronics industry, the production arises substantially annually, even though more and more of its components is sourcing from development countries, but we still need many non-skilled personnel to fabricate those in Taiwan. That’s why outsourcing will decrease the wage inequality. Further than that, the recent wage inequality decrease in Taiwan is mainly effected by the surplus of relative labor supply.

台灣半導體產業協會指出，半導體產業無論是在產值、營運附加價值、外匯收入、稅賦、就業機會、政府投資獲利、興建晶圓廠所帶動的周邊效益等，都有穩定且持續成長之表現，對國家有相當大的貢獻。在半導體產業中，半導體原物料通路商位居上游供應商與下游製造商之間的橋樑位置，維繫通路貨暢其流，在整個產業鏈中扮演重要角色。在此一領域中，以崇越科技的經營績效卓越，足為業界楷模。因此，本研究擬以崇越科技為個案，進行策略研究。 一個成功的營運模式，應該可以解釋如何增強價值展現、如何作好價值傳遞，以及如何達成價值回饋等議題。藉由研究連續成長的個案公司－崇越科技，本研究希望可以確認下列議題所採取的關鍵策略： (1)個案公司如何確保其在產業價值鏈中的位置？亦即如何增強價值展現？ (2)個案公司如何提升相對於其他同業的競爭力，並更有效地提供客戶最大的價值？亦即如何作好價值傳遞？ (3)個案公司如何作到提升營業利潤及實現公司價值？亦即通路商如何達成價值回饋？ / 本研究使用吳思華教授的「策略三構面」及「四個競技場」分析進行個案研究。策略三構面理論主張，規劃企業策略時，可以由下列觀點進行： (1)營運範疇：產品／市場、活動組合、地理構形、業務規模 (2)核心資源：有形／無形的資源、個人／組織能力 (3)事業網路：體系成員、網路關係、網路位置 / 此外，本研究也將探討三構面之間彼此的調整關係。至於四個競技場分析，則是以下列四個不同觀點，分析企業的策略： (1)價值與效率競技場 (2)能耐與結構競技場 (3)實力與體系競技場 (4)異質與同形競技場 / 本研究針對崇越科技的四項重要策略事件，包括成立光電材料部、成立水處理部、IPO、成立中古設備部等，進行策略三構面分析，以及四個競技場分析。藉以研究半導體原物料通路商如何增強價值展現，如何作好價值傳遞，以及如何達成價值回饋。茲將各策略事件分述如下所示： (1)策略事件一：成立光電材料部 成立光電材料部，使得崇越科技的營運模式，由原本的佣金交易，擴增為現品交易。此一策略事件使得崇越科技提昇了倉儲、物管及資金調度的能力。成立光電材料部之後，崇越科技的主要產品，由原有的矽晶片、半導體製程用石英器材，擴展到黃光製程的主要原料－深紫外線光阻液，在2005年該項產品貢獻了逾18億台幣的營業額。其他主要產品如化學研磨液、環氧樹脂積體電路封裝材料、液態封裝材料…等，也可以複製深紫外線光阻液成功的營運模式進行推廣。 (2)策略事件二：成立水處理部 崇越科技成立水處理部，跨入半導體製造廠的廠務系統相關業務。此一策略事件使得崇越科技發展出工程設計、施工維護之組織能耐，並建立了良好的下包廠商體系。之後，水處理部將業務切割為：純水工程及廢水工程等二部份，並在廢水工程此一領域發展自有品牌。在2005年時，水處理部的年營業額達新台幣15億1千萬。此一策略事件也帶來其他額外的商機，如發展潔淨室建造工程以及中央供酸系統等相關業務。 (3)策略事件三：IPO IPO提供崇越科技較佳的籌措資金管道，使得財務運作上更有彈性。IPO使得崇越科技公司知名度及形象大幅提昇，對於延攬優秀的員工，自然也會有正面的助益。此外，財務管理的能力也因此提昇，與金融體系間的關係也更為緊密。 (4)策略事件四：成立中古設備部 崇越科技成立中古設備部，以成為高科技產業的全方位供應者。崇越科技掌握半導體中古設備的商機，使得營運範疇得以擴展至中古設備的買賣、運送、設備翻新、裝機、零件供應、機台調校、甚至包括製程參數設定。「高科技產業的全方位供應者」的公司願景，也使得崇越科技得以在半導體產業有更明確的定位。 / 經由「策略三構面」及「四個競技場」分析，確定崇越科技的四項策略事件對於其成長具有重大意義。崇越科技的營運範疇、核心資源、事業網路在各個策略事件之後均有顯著的擴展，而不論是在「價值－效率」、「能耐－結構」、「實力－體系」、「異質－同型」競技場，都可看到崇越科技的具體成長趨勢。因此，崇越科技在四個策略事件中所採行的各項關鍵策略，應可成為半導體原物料通路商在勾勒其未來發展的營運策略時的標竿參考。 / 在本研究的事件描述及三構面調整關係當中，我們可以整理出來個案公司在各個策略事件所運用的關鍵策略，並依研究目的所要探討的主題歸納如下： (1)以個案公司為例，通路商如何確保其在產業價值鏈中的位置，亦即通路商如何增強價值展現。 1)擴大服務平台，滿足顧客整體需求，是通路商確保代理權的重要關鍵。 2)維持暢通而綿密的人脈網路是通路商的天職。 3)對通路商而言，自有品牌的創立應該因勢利導，不該破壞與原有代理的供應商之間的良好關係。 4)踴躍參加各項服務品質競賽有助於提升通路商形象及強化公司體質。 (2)以個案公司為例，通路商如何提升相對於其他同業的競爭力，並更有效地提供客戶最大的價值，亦即通路商如何作好價值傳遞。 1)通路商辨識需求缺口的能耐，與其是否能持續發展有高度正向關係。 2)人才為通路商最重要的資產。 3)顧客內部的各個部門也存在競爭狀態，通路商應善用情勢並維持與各部門的良好互動。 4)通路商應建立完整的支援／外包體系。 (3)以個案公司為例，通路商如何提升營業利潤及實現公司價值，亦即通路商如何達成價值回饋？ 1)通路商適用多種營運模式。 2)切割現有的服務內容，創造新立足點。 3)延伸產品線，善用核心能耐，創造新價值。 4)健全而靈活的財務控管是通路商持續成長、實現公司價值的重要基礎。 / As Taiwan Semiconductor Industry Association pointed out, semiconductor industry had been and is of great contribution to Taiwan in the aspects of GDP, foreign currency income, tax income, unemployment rate, government investment achievement, and also subsidiary industry of wafer fabrication. Semiconductor manufacturing raw material distributors play a very important role in semiconductor industrial value chain, who bridging the raw material manufacturers and semiconductor manufacturers. Topco Scientific Co., Ltd (TSC) is a leading company of semiconductor raw material distributor in Taiwan and Great China Region. TSC would be the case to be studied on the strategy of its continuous growth. / A successful business model should cover how to enhance “Value Proposition”, how to perform “Value Delivery”, and how to achieve “Value Capturing”. In the study of TSC’s continuous growth, we shall be able to identify the key strategies which were employed in the following three themes: 1. How does the distributor secure their position in the value chain i.e. how to enhance their value proposition? 2. In what way the distributor compete with their competitors and perform better i.e. how to perform their value delivery? 3. How does the distributor make their own benefit feasible i.e. how to achieve their value capturing? / “Three Aspects of Strategy” theory and “Four Coliseums of Business” analysis by Dr. S.H. Wu were applied in this study. The “Three Aspects of Strategy” theory provides the scope of establishing a thorough business strategy, and “Four Coliseums of Business” analysis exploit the business growth in four different points of view. “Three Aspects of Strategy” theory claims the following aspects should be reviewed when establishing the business strategy: 1.Business Domain : product/market, business activities, business geography, business scale 2.Core Resource : physical/non-physical properties, personal/ganizational competence 3.Business Network : network parties, network relationship, network position Also, the adjustment/correlation of these three aspects should be discussed. The “Four Coliseums of Business” analysis exploits the status of company’s strategy in four different points of view: 1.Value-Efficiency coliseum 2.Competence-Organization coliseum 3.Power-Networks coliseum 4.Innovation- Authenticity coliseum / This study applied the “Three Aspects of Strategy” and “Four Coliseums of Business” analysis on TSC’s four critical strategic issues including the issues of establishing the “Opto-Electronics Department”, establishing the “Water Treatment Department”, IPO, and establishing the “Used Machine Department”. From which we could conclude how the semiconductor raw material distributors enhancing their Value Proposition, improving their Value Delivery, and achieving their Value Capturing. The briefing of these four issues is as followings: Issue 1: Establishing the “Opto-Electronics Department” Establishing the “Opto-Electronics Department” was to extend the TSC’s business model from indent order business to stock sale business. Also, this issue strengthened TSC’s ability of technical service, logistics, and financial management. The success of DUV Resist brought annual revenue of over NTD1.8 billion in 2005. Other major products such as CMP slurry, Epoxy Molding Compound, IC Underfill Material…could also copy the business model of DUV Resist. Issue 2: Establishing the “Water Treatment Department” Establishing the “Water Treatment Department” was to create new business in the semiconductor manufacturers’ facility area. TSC built up their engineering capability and also the subcontractor network. The success of separating the water treatment business into pure water and waste water two categories let TSC could have their own brand waste water business. Water treatment business contributed NTD1.5 billion in 2005. Also it brought new business chance like Cleanroom and Chemical Supply System. Issue 3: IPO IPO to let TSC has much stronger financial flexibility. The company status has been up rated and could be easier to recruit excellent employees. The financial management capability had been improved and the business network is much stronger. Issue 4: Establishing the “Used Machine Department” Establishing the “Used Machine Department” was to address TSC as a Total Solution Provider of High Tech Industry. TSC captured the business chance of semiconductor manufacturing used machine off-shore service from which they could extend the business to used machine buy-and-sale, logistics, refurbish, installation, parts sourcing, calibration/tuning, and process parameter setting. The company vision of Total Solution Provider of High Tech Industry will lead TSC to exploit the semiconductor industry with a higher and thorough position. / Through the “Three Aspects of Strategy” and “Four Coliseums of Business” analysis we could confirm that the above mentioned four critical strategic issues are of great positive effects to TSC in the sense of Business Domain, Core Resource, and Business Networks. Also we could see the continuous growth trend in the Value-Efficiency, Competence-Organization, Power-Networks, and Innovation- Authenticity coliseums. Therefore, the key strategies applied in these four critical strategic issues could be the bench mark of semiconductor raw material distributors for their further growth. From the description of these strategic issues and the adjustment/correlation of three aspects discussion, we could conclude the key strategies for a successful business model of semiconductor raw material distributor, and list these key strategies with respect to our three themes of study: How does the distributor secure their position in the value chain i.e. how to enhance their value proposition? 1.Expanding the service base and providing the total solutions to customers is very essential to secure the agency rights 2.Maintaining a freely flowing and circumspect human relationship network is a must-do job of distributors. 3.Distributors should take very caution when developing own-brand products, should not damage the relationship with principles. 4.Attending the service quality contest will strongly promote company’s image and improve competence. In what way the distributor compete with their competitors and perform better i.e. how to perform their value delivery? 1.The ability of identifying customers’ needs is proportional to the success of continuous growth of distributors. 2.People are the most valuable assets of distributors. 3.Competitions inside customer’s organization should be handled with care, and should maintain good communications with each departments of customer. 4.Distributor should establish an integrated supporting/subcontractor system. How does the distributor make their own benefit feasible i.e. how to achieve their value capturing? 1.Multiple business models are adequate for distributor. 2.Rearranging current service contents to create new business niches. 3.Fully utilize core competence to extend product lines and create new values. 4.Nimble and integral financial management is the foundation of long-term growth and can capture company’s value.