本個案大力整合行銷公司創立於2010年，公司主要經營品牌客戶的所有行銷活動，舉凡會議展場活動、戶外造勢活動、內外部講座活動、新品發表記者會、公司尾牙等，由硬體到軟體，由活動流程規劃到人事處理等皆是大力整合行銷公司服務範圍。
2020 年 經濟部公布中小企業存活 10 年以上僅佔約佔5成，小公司的資源不足經營困難，大力整合行銷公司在創業第9年時也面臨了大環境全球數位化的競爭，以及所有客戶的行銷策略預算轉移，當時佔大力營業額90%的三大客戶在2018 Q4前皆取消與大力合作，導致大力在邁向第10年時公司業績急速下滑到谷底，第10年的整年營業額也由去年的4800萬元剩下僅有900萬元營業額，不到2成。在業績狀況慘烈，員工相繼離職，在困境重重中，創辦人Peggy並沒有放棄，也讓公司度過難關，創造業績，並起死回升。
本個案在討論公司經營者在失望中如何堅定信念，勇往直前？在逆境中做了那些決定讓公司存活下來？
本研究採用哈佛個案教學方式撰寫，內容為研究者經營事業歷經環境起伏變化下所採取的因應策略與過程，提供企業在創業過程中，面臨景氣衝擊或市場挑戰時，可作為參考與借鏡。本研究可用於討論創業家精神、組織敏捷性、資源基礎理論、商業模式等議題。

This case "Da Li" the marketing company was founded in 2010. The company mainly manages all marketing activities for brand customers, such as conference and exhibition activities, outdoor activities, internal and external conferences, new product release press conferences, company year end party, etc. From the event hardware to software, from planning of event flow to manpower handling, etc. are all the range of service that Da Li marketing company is providing.
In 2020, the Ministry of Economic Affairs announced that only about 50% of small and medium-sized enterprises survived for more than 10 years. Such companies have insufficient resources to operate. In the ninth year of business, Da Li marketing company was also facing global digitalisation conversion. The customers also shift their marketing strategy and budget shift of Dali. At that time, the three major customers, which accounted for 90% of Dali’s turnover, canceled and cooperated with Dali before Q4 2018. As a result, Dali’s performance fell sharply to the bottom when Dali entered the 10th year. The revenue of previous year was 48 million to only 9 million left which is less than 20%. In the tragic performance situation, employees had left one after another. During the tough situation, the founder Peggy Wang did not give up, but also assisted the company to overcome the difficulties, create performance, and rise again.
This case is analysing how the leader in the company can be firmed with their conviction and move forward courageously despite the obstacles. What decisions have been made in adversity to keep the company alive?
This study is written based on the Harvard case teaching method. The content is the response strategy and process adopted by the researcher's business under the ups and downs of the environment, and it can be used as a reference and reference when the enterprise faces economic shocks or market challenges in the entrepreneurial process. This research can be used to discuss topics such as entrepreneurial spirit, organizational agility, resource-based theory, and business models.

　　Baker, T., & Nelson, R. E. (2005). Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative science quarterly, 50(3), 329-366.
　　Bechky, B. A., & Okhuysen, G. A. (2011). Expecting the unexpected? How SWAT officers and film crews handle surprises. Academy of Management Journal, 54(2), 239-261.
　　Becker, M. C., & Knudsen, T. (2002). Schumpeter 1911: farsighted visions on economic development. American Journal of Economics and Sociology, 61(2), 387-403.
　　Jansen, J. J., Tempelaar, M. P., Van den Bosch, F. A., & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization science, 20(4), 797-811.
　　Krumboltz, J. D., Becker-Haven, J. F., & Burnett, K. F. (1979). Counseling psychology. Annual Review of Psychology, 30(1), 555-602.
　　Lévi-Strauss, C. (2008). Structural anthropology: Basic books.
　　March, J. G. (1991). Exploration and exploitation in organizational learning. Organization science, 2(1), 71-87.
　　Mason-Jones, R., Naylor, B., & Towill, D. R. (2000). Lean, agile or leagile? Matching your supply chain to the marketplace. International Journal of Production Research, 38(17), 4061-4070.
　　Osterwalder, A., Pigneur, Y., Oliveira, M. A.-Y., & Ferreira, J. J. P. (2011). Business Model Generation: A handbook for visionaries, game changers and challengers. African journal of business management, 5(7), 22-30.
　　Raisch, S., & Birkinshaw, J. (2008). Organizational ambidexterity: Antecedents, outcomes, and moderators. Journal of management, 34(3), 375-409.
　　Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009). Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organization science, 20(4), 685-695.
　　Senyard, J., Baker, T., Steffens, P., & Davidsson, P. (2014). Bricolage as a path to innovativeness for resource‐constrained new firms. Journal of Product Innovation Management, 31(2), 211-230.
　　Stevenson, H., & Jarillo, J. (1990). A Paradigm of Entrepreneurship: Entrepreneurial Management *.
　　Von Mises, L. (1996). Human action: Auburn, L. von Mises Institute.