本論文探討3C通路之衝突管理，並以宏碁、全國電子、燦坤合縱聯盟的個案故事為例闡述之。研究目的係以賽局理論以及通路權力與衝突理論，探討通路管理與通路發展之決策。本論文含括個案內容和教學指引兩大部分。透過個案的分析與探討，藉由三家公司主管在面臨通路衝突與業務拓展由市場到組織到通路的轉變，在過程中所應考慮的各種關鍵要點，提供給可能面臨類似狀況的企業經理人參考與啟發。

This thesis analyses the conflicts in 3C channel management with the case of Acer, E-life and TK3C constructive alliances. The purpose of this study is to investigate the management decision making aspects to consider for channel management and development path by applying game theory and the theory of power and conflict path.
This thesis consists of two sections, the case content and teaching guidelines. Through the case study and analysis, one can understand the key factors affecting the executive officers from three different corporations, when facing channel conflict, market development and the transition from organization to channel structures. This study provides a holistic picture for executive managers when facing a similar situation and conflict.

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