近年來台灣車市面臨市場萎縮、品牌整合以及經銷獲利下滑等多重不利的影響。車廠或總代理為了維護品牌形象、降低通路內部競爭、提高客戶滿意以及達成銷售目標，紛紛採取不同的應對措施。本研究之目的即是借助某一公司之真實個案，予以剖析商業決策之模式如何應用在通路整合之策略及策略通路通路理論相互呼應。此個案為一家極具品牌價值之國際車廠在成功購併另一家國際車廠後，在國內市場進行通路整合之實務案例。個案背景為被購併方在台灣市場面臨經銷通路間的惡性競爭與銷售成績每況愈下等窘境下，購併方欲藉由其品牌優勢提昇被購併方在國內市場的品牌形象與銷售成績。於此，購併方必須一一解決被購併方在經銷通路上的問題，如經銷通路間的惡性競爭、急遽萎縮的新車銷售目標，以及過去銷售所累積的龐大流通車口數服務問題等。於此個案中，本研究採用過去十年（1992年~2001年）被購併方的銷售數據、車口數以及車口之地區分佈資料進行量化與質化之分析，再對未來十年（2001年~2010年）進行銷售預測以及損益平衡分析等。再以分析之結果針對全台各地區經銷通路與顧客服務之需求進行經銷通路與資源之重點配置，包括進行經銷通路之削減、經銷通路地點之重配置、經銷通路功能之重新調整以及購併方資源之介入等，牽涉層面極為廣泛且同時兼顧多方之策略考量，可做為國內通路策略規劃研究之參考。

近30年來資訊科技及網路通信技術經歷了幾次變革，每一次的改變也都源於需求及新技術的產生。從零件製造廠商、整機製造廠商、到通路銷售廠商都面臨此產業快速的變動，若企業無法在技術持續創新、流程持續改善、或產品線完整而保持領先的話，是無法讓公司持續經營的。 　　本研究係以資訊硬體產品代理配銷商(Distributor)為個案研究，探討組織能耐的形成與累積。並藉由資訊硬體代理業的實例公司探討，從對照公司及個案公司的經營過程，來探討建構組織能耐三構面的內容--(1)營運範疇，(2)核心資源，(3)關係網路，以及三者互動的相關問題，使實務與理論做比對印證，並提出建議方案。 　　本研究對於資訊硬體產品代理配銷商(Distributor)組織能耐的累積與形成，希望能提供以下三點有意義的參考： 　　一、從營運策略三構面分析具策略價值的核心資源 　　二、競爭策略分析 　　三、組織能耐的培養 　　資訊技術服務(IT Services )的產業對於企業客戶應用電腦化的層次，可分成很多的領域類別，只要專注在某依類別經營，則該資訊技術服務的公司(IT Vendor)就可能在市場生存。 　　期望藉由研究結果，對於處於類似競爭模式的企業能有意義性的分析啟發，不僅進行內部組織能耐的培養，並在外部找到可以主動出擊的位置與時機，為企業獲得更多生存獲利的機會。 / During the past 30 years, the information, networks and communication technology have been through many revolutions and improvements. Increasing demand and new technologies drove every change. No matter the component vendors, whole set assemblers or channel reseller who they all face the rapid changes in this industry. If IT companies cannot keep innovating in technology, improving in process, or completing in products line of selling, the companies won't be survived in continuous. 　　This research is focused on computer hardware distributors for a real case study, and explores the forming and accumulating of organization competence. Furthermore, the research takes two examples of computer distributors for comparing their business process, and explains the three dimension of business strategy for constructing organization competence. 　　Which are: (1) Business scope, (2) Core resources, (3) relationship network and associated issues. Refer to these related questions stretched by their interactions; I hope to bring up some suggestions for improvements. 　　The purpose of this research is to address three significant results for the organization competence forming and accumulating of computer distributors: 　　1. To analyze the core resources of strategy value based on three dimensions of business strategy. 　　2. To analyze the competitive strategies 　　3. To cultivate the organization competence. 　　There are many types and categories of IT services in computerize applications of enterprise customers. If IT vendors only focus on specified categories of applications, then they would be profitable in the market. 　　I expect by the result of research, which might have significant edification for those who are under such competitive pattern. They are not only to proceed with the improvements of internal organization competence, but also lie in an active attack position and timing for the outside to get more profitable chance.