在創業風氣興盛的台灣，在各行各業很多人想必或多或少有想創業的念頭，然而創業總是伴隨著巨大的風險，一位創業家在創業過程一定會面臨各式各樣的挑戰。本個案中描述主角Rick在創立公司後在經營公司發展的過程中，中小企業代理商所會面對的挑戰及問題。從代理產品的銷售策略，供應商夥伴的選擇，策略夥伴的選擇到公司經營策略的決定，都必須仰賴領導者運用有限的資源與時間來調整經營策略以達到公司成長的目的。本論文採用教學個案的方式探討中小企業代理商的商業模式，利用雙因子理論作出產品市場區隔以及競合理論挑選戰略夥伴創造雙贏的局面。

In Taiwan, it is very popular to start-up business. People in various industries all have ever thought about start-up their own business. However, to start-up a new business always accompanied with great risk. An entraprener will always face all kinds of challenge. In this business case, it illustrates the main character person Rick, who has faced many challenges and problems after start-up his own business and during the company development as a SME agent distributor. From sales strategy of product agen, the selection of supplier partner, the selection of strategy business partner to the selection of company’s business operating decision, it all requires the company leader to utilize limited resource and time to adjust the business strategy for the purpose of company’s development. This research has adopted Harvard case-based teaching method to discuss the business model of SME agent distributor and also use the Two Factor to determine market segmentation and Co-opetition Theory to select strategy business partner to create win-win situation.

中文
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英文
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