個案公司成立於1964年經銷日本MSC新車品牌，全省規模最大汽車經銷商，擁有85個營業據點，75個保養廠，員工超過3千人。雖國內新車銷售曾經拿下五連霸，預期未來困境，總經理下定決心、魄力，進行企業轉型與變革。

創建SUM二手車連鎖品牌，以經營理念相同中古車商為加盟對象，推動歷程遭遇基層人員反彈、公會串聯抗阻、主機廠關心壓力及品牌競爭，皆憑藉總經理與團隊不畏艱難克服層層危機。品牌在消費者心目中慢慢建立口碑，總經理期許SUM須一直努力走在產業前端的價值使命。

本個案是以哈佛個案研究方式進行，包含個案內容和教學手冊。可用於討論企業預期面臨困境時商業模式、組織變革、資源基礎、社會影響力等管理議題。循此個案內容能協助企業主面臨類似情況，能從容對應及提供最佳的決策。

The case company was established in 1964. It distributes the Japanese MSC brand new car. The province's largest car dealership has 85 business locations, 75 maintenance factories and over 3,000 employees. Although domestic new car sales have won five consecutive tycoons and are expected to face difficulties in the future, the general manager has determined and made every effort to transform and transform the company.

Create SUM used car chain brand, with the same business philosophy as the middle car dealers to join the target, to promote the process encounter the grassroots staff rebound, the guild series resistance, host care pressure and brand competition, with the general manager and the team to overcome difficulties crisis. The brand slowly establishes word of mouth in the minds of consumers, and the general manager expects that SUM must always strive to stay ahead of the industry's value mission.

This case was conducted in a Harvard case study and included case content and teaching manuals. It can be used to discuss management issues such as business models, organizational changes, resource bases, and social influence when companies are facing difficulties. The content of this case can help business owners face similar situations and can easily respond to and provide the best decision.

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11. 克雷頓.克里斯汀生(Clayton M. Christensen)，傑夫.戴爾(Jaff Dyer)，海爾.葛瑞格森 (Hal Gregersen)，譯者：李芳齡，『創新者DNA』。