23歲就進入旅行業的劉純隆，因為積極努力，沒多久就叱吒整個旅行業界。於是在志得意滿之餘，決定自己創立了公司。由於不諳經營之道，不知道小公司需要撙節開銷的道理，在短時間內，公司慘賠近600萬元。
在縮編公司之後，一段不算短的低潮期；隨後再進學校修習學位後，激發出了新靈感；因緣際會，找到電視購物通路平台，竟然在慘澹經營2年後，就開始獲利。
然而電視購物也不是萬靈丹。在大環境變遷之下，劉純隆思索著下一步－如何提高營運動能？接下來，他打算透過創櫃板，為公司募集足夠的資金，為旅行社的下一個十年，做好準備。但是，卻遇到了股東之間有了不同的意見－劉純隆會如何處理呢？如何妥協於股東的意見嗎？
本論文包含個案內容和教師手冊兩部分，透過本論文，可讓讀者了解旅行社在瞬息萬變的大環境當中，如何創新經營模式、另闢蹊徑、結合新的通路策略，而不再只是著眼於傳統的價格競爭。希望藉由本案例的陳述，能給讀者一些新的啟發。

Mr. Liu Chun-lung-founder of “Match-tour,” lost NT$6,000,000 only to learn that downsizing the company is not a good way to survive. He tried a new way to run a travel agency through a non-traditional marketing channel-TV Shopping mode. After two years, he made profit by finding the niche market.
After that, Mr. Liu decided to extend its scale to set another milestone through listing on the GISA (Go Incubation Board for Startup and Acceleration Firms).But all the other shareholders oppose that suggestion. How should Mr. Liu do to persuade his partners?
This paper contains content and teacher's guide in two parts. Through this paper, allowing readers to understand that the travel agency service being in a rapidly changing environment, the innovative business models, alternative, combined with the new access policy, will make them survive in the industry, instead of just focusing on traditional price competition. Hoping this case can give readers some new inspiration.

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