對於品牌商而言，著眼於全球市場，仍是其成長與擴展的必經之路。台灣處於亞洲的重要樞紐地位，經濟發展與人才也相較區域內其他國家來得成熟與開放，加上地理距離與歷史淵源，不少日本品牌在擴展全球化的過程時，選擇了台灣作為第一個海外基地。
日本豐田自動車(Toyota Motor Co.) ，橫濱輪胎等日本企業便是在這樣的背景之下，與和泰汽車在1948年簽訂了代理合約。經過數十年的代理販賣，期間也曾經歷過一些外部的衝擊，例如中日斷交，進口車管制導致無車可賣的困境。雖然，最終仍順利度過難關，卻也帶給和泰經營高層一個深刻的教訓與啟發。尤其是各品牌的汽車代理商中，不乏有些是因為經營不善而無法繼續取得代理授權，也有些是績效表現良好，但被品牌商直接來台設置分公司而取代。一旦失去代理權，對於品牌代理商而言都是存續與否的關鍵課題。
和泰豐田物料運搬(股)自2003年從集團母公司和泰汽車獨立成為子公司之後，十數年的期間維持著豐田品牌堆高機的代理業務，在台灣進行豐田堆高機的銷售與售後服務。公司的獲利雖呈現穩定地成長，但銷售量僅能勉強持平，且在堆高機市場規模逐漸擴大的情況下，市占率持續下滑。此一現象與趨勢，對於代理權是否能夠確保，讓母公司和泰汽車經營高層感到不安。期間也曾參考品牌商日本豐田自動織機的作法以併購方式來企圖建立起和泰豐田物料運搬之倉儲自動化能力，作為堆高機事業之外的第二個成長動能，但是最終則以失敗告終。
在認知到代理權的潛在危機與發展新事業並不順利的情況下，和泰豐田物料運搬在2020年底進行經營層的換血，並朝向將公司從單純的堆高機買賣設備商的角色，轉型為能夠提供顧客之運搬作業的解決方案提供者。
本研究以個案公司如何藉由重塑其商業模式，運用既有內在的獨特資源來形成其核心競爭優勢，並且選擇適當的成長策略以及發揮組織的靈巧性來解決策略執行過程中可能會遇到的矛盾，例如兼顧短期利益與長期發展，開發既有業務或是將資源投入探索新事業等問題，誠摯期望能夠提供企業主與帶領組織變革的專業經理人一些思考與啟發。

For brand manufacturers, focusing on the global market remains a necessary path for growth and expansion. Positioned as a crucial hub in Asia, Taiwan's mature economy and talent pool, coupled with its geographical proximity and historical ties, have led many Japanese brands to choose Taiwan as their first overseas base during the process of global expansion.
In this context, Japanese companies such as Toyota Motor Co. and Yokohama Tire signed agency agreements with Hotai Motor in 1948. Despite facing external challenges over the decades, such as the severance of diplomatic ties between R.O.C. (Taiwan) and Japan and import restrictions on cars leading to a situation where no cars could be sold, they successfully overcame these difficulties. However, these experiences provided profound lessons and insights for the top management at Hotai.
Notably, among the various automotive brand agents, some faced challenges due to poor management, leading to the inability to retain agency authorization, while others, despite good performance, were replaced by the brand owner's direct establishment of subsidiaries in Taiwan. Losing agency rights became a critical issue for brand agents.
Since its independence from the parent company Hotai Motors in 2003, Toyota Material Handling, Taiwan (TMHT) has maintained the agency business for Toyota forklifts in Taiwan, handling sales and after-sales services. While the company's profits have steadily grown, the sales volume has barely kept pace, and its market share has continued to decline amid the expanding forklift market. This trend raised concerns among the top management at Hotai Motor about the assurance of agency rights.
Recognizing the potential crisis of agency rights and the challenges in developing new businesses, TMHT underwent a management change at the end of 2020. The company aimed to transform from a simple equipment vendor of forklifts into a solution provider for customer’s material handling operations.
This study examines how a case company reshapes its business model by leveraging its existing internal unique resources to form core competitive advantages. It explores the selection of appropriate growth strategies and the utilization of organizational agility to address potential contradictions in the strategy execution process, such as balancing short-term gains with long-term development, developing existing business, or allocating resources to explore new ventures. The sincere hope is to provide business owners and leading organizational change professionals with some reflections and inspirations.

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