本個案故事在描述WEEKLY公司希望能透過內部資訊系統或其它資訊平台提升公司與讀者互動粘著度，運用FACEBOOK與網站來增加資訊流通速度來吸引新讀者，並利用客戶關係管理系統來留住忠實讀者，主要為了因應產業競爭激烈的環境下又要面對數位時代來臨所造成銷售通路的改變下，而公司更渴望透過資訊系統來維持公司的營收與掠奪市場。
由於客戶關係管理系統無法迅速回覆讀者的需求與客訴，造成部份讀者流失，加上公司網站部份功能不完整無法吸引其它讀者逗留並成為新客戶，且內部資訊系統都是由各部門自行委外開發，所以各單位必須使用紙本表單或mail做為資訊或資料傳遞，也因為這樣造成了資料錯誤率居高不下。主要原因是當初公司內部資訊系統長期都是由各單位自行主導委外開發，而各單位缺乏資訊系統整合觀念與想法，為了解決公司內部資訊系統的問題，於是在2011/10月WEEKLY公司正式成立資訊部門統一規劃各資訊系統整合，資訊主管希望透過企業資源規劃系統導入，順勢整合其它資訊系統與進行E化來解決目前公司內部資訊系統整合的問題，就在企業資源規劃系統上線前發生了使用者堅持反對系統上線與廠商無法修改底層核心程式，此時資訊部面臨兩難的抉擇是否應該讓企業資源規劃系統上線呢?
本個案旨在討論，首先藉由雜誌出版業WEEKLY公司遴選企業資源規劃系統與廠商的委外決策探討企業IT委外的目的與所面臨的風險，並探討委外關係之代理理論；也從WEEKLY與委外廠商雙方合作之背景，探討交易成本；另外再藉由WEEKLY公司導入企業資源規劃系統期間卻發生系統無法完全符合公司現有制度面等作業流程相關規範與使者用需求，探討制度對於資訊系統導入是動力還是阻力之相關制度理論；最後藉由WEEKLY公司因為資訊系統導入所造成各單位的衝突問題，公司內部如何進行溝通最後逹成共識，並探討共識是如何透過社會互動形成之相關共識理論與社會互動理論。

This case describes that Weekly (a magazine publisher) aimed to enhance the adhesion of interaction between readers. The company considered to use its internal information system and other information platforms such as Facebook to attract new readers in 2011. In addition, Weekly wanted to keep loyal readers by utilizing a customer relationship management (CRM) system, which has failed to respond to readers' needs and complaints. In Oct. 2011, the case company officially established an IT department in charge of the integration of the company CRM and ERP systems to solve its IT problem. However, right before the ERP system came online, the company confronted with several problems such as user resistance and the vendor also failed to keep the underlying core program correct. The IT department confronted with the dilemma to keep the ERP online or not. To discuss Weekly’s decision of ERP escalation or de-escalation, issues or theories such as IT outsourcing, transaction cost, consensus, institution, social interaction have been employed in the teaching note.

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