本文管理個案―車麗屋汽車百貨股份有限公司，從事汽車售後市場之車用商品通路業者，其主要項目包含：維修、保養、零配件、美容、改裝、油品等零售及服務內容。車麗屋從民國88年彰化員林發展至今，經過22年的努力，如今全省已有29家據點，在所屬的汽車百貨行業的規模已經是全國最大。
　　營運到目前，正當零售業實體購物渠道的版圖都漸漸受到購物平台侵蝕，但台灣的車後市場因有特殊性，亦即購買後仍須至實體店面安裝（或保養），所以實體渠道尚具備絕對優勢，然而眾所皆知發展線上購物渠道，這條路勢必是未來要走的路，但面臨的挑戰是無法獲利。
　　透過個案的探討，讓學習者清楚，台灣的企業在面對環境的變化，如個案中面臨到的改裝品合法化、勞工法令合規的問題，以及資源不足時如何克服，如何在所處的動態環境中，面對不斷的挑戰和困難企業被迫改變，並如何找出一條不同於同業的創新道路。
　　本個案結合商業經營模式、SWOT分析、波特競爭優勢、數位轉型（第二曲線）等相關課程，透過理論與實務的結合，讓學員更能了解個案企業的商業營運模式具有的特色，以及企業的營運模式，並透過分析並了解本身的優缺點，透過領導者不斷的創新，帶領組織成長轉型之過程。
　　本論文包含個案本文和教師指導手冊，透過本論文，藉此培養領導者的果斷決策，包含必須建立自動化並朝向無人化的流程，透過新科技的導入快速分析決策，讓學員日後碰到相同情況，能從個案中得到多角度的啟發，確保決策的有效性和執行力。

　　CAR QUALITY AUTOMOTIVE CO., LTD. is an automotive commodity distributor in the automotive aftermarket. Its main business includes repair, maintenance, spare parts, car detailing, car modification, oil/lubricant products and other retail and services.
　　Its establishment was in 1999 from Yuanlin, Changhua County. After 22 years of development until now, there are 29 service locations throughout Taiwan. The scale of the automobile retail industry to which it belongs is already the largest in the country.
　　While the territory of physical shopping channels in the retail industry is gradually being eroded by online shopping platforms, Taiwan’s car aftermarket is unique, that is, goods must be installed (or maintained) in physical stores after purchase, so physical channels still hold an absolute advantage. However, it is well known that the development of online shopping channels is bound to be the way to go in the future, but the challenge is that it is impossible to make money at all.
　　In this case, the main character, Bruce, took on the task but faced performance ordeals, profits could not be improved, and those in the same industry have all exited with frustration. Should he tell the general manager (and himself) to give up? Or should he find another profit model and development strategy for success?
　　This case combines business model, SWOT analysis, Porter's competitive advantage theory, digital transformation (Second Curve) and other related topics. Through the combination of theory and practice, students can better understand the business model and characteristics of the company in the case. And through analysis to understand its own strengths and weaknesses, the leaders continue to innovate to lead the process of organizational growth and transformation.
　　The thesis contains case essays and teaching notes for course material. Through this case, we cultivate leaders' decisive decision-making, including the establishment of automated to unmanned processes, and rapid analysis for decision-making through the introduction of new technologies. When students encounter the same situation in the future, they can get inspiration from multiple perspectives from this case to ensure the effectiveness and execution of decision-making.

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