太平洋房屋經歷不動產多次景氣循環逾30年餘年，2004至2014是前所未有的景氣多頭10年，其中雖然有金融風暴，價量影響約半年，後又有遺產贈與稅從最高50%降至一律10%的資金潮推升，價格一路攀升到歷史高點，但公司在此期間後未能掌握獲利反而發生虧損，在此之前也多次被提出來討論改變經營模式，但每次都遭遇到很多的難題而作罷。2014年8月，公司決定從直營店為主體改為以加盟店為主體的經營模式，改變的決策其中有很多的困難與需解決的事項。本個案即在討論企業處於危機逆境時，領導者如何抉擇與執行，成功轉虧為盈，並分析改造時的根據與阻礙，進而給有相似處境經營者參考。相關理論包括領導、變革管理、組織慣性理論、商業模式重塑。

Pacific Realtor has encountered several real estate business cycles in the past 30 years. 2004~2014 is a decade of unprecedented bull market. Although there is a financial crisis that effect the volume and price relation for about half a year, and the drop down of heritage tax from 50% to 10% leads to a rising of capital tide so that the price came to a historical high. But the company didn’t make any profit but encountered a loss. Although the change of business model had been brought on the carpet for many times, but had been given up for encountering too many problems. In August 2014, the company decided to change their business model from direct selling store into franchise store. There were numerous difficulties and problems waiting to be solved during the change of the decision. This case is about how leaders make decisions, carry out the plan, and make a successful turnaround when enterprises face crisis adversity. Analyzing the basis of transformation and obstacles, then giving this as a reference for the ones who are in similar conditions. Related theories include leadership, management of transformation, theory of organizational inertia, and business model reshaping.

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