個案描述供應商面臨通路商要求做深度促銷要求下，如何在銷售量及利潤間做出選擇？而台灣通路量的密度過高，通路間的競爭所引發的通路衝突，供應商如何降低通路衝突，同時也可能有合理的獲利空間呢？
通路為王之稱號已經行之有年，供應商依賴通路來讓商品曝光，時常聽到通路商挾著通路優勢，不斷地要求廠商給付促銷費用或是支付其他費用，以填補通路商銷售業績的缺口，不斷地壓榨供應商，造成整個商業生態的不良循環，就像美國的零售通路龍頭沃爾瑪不斷地向廠商要求低價及費用，與沃爾瑪配合的供應商，較沒有品牌知名度的廠商許多都已經倒閉，而台灣的供應商會步入美國供應商的後塵嗎？如何在通路霸權下尋求出一條＂可生存的道路＂呢？
希望透過本個案探討通路與品牌之間的相互依賴關係，供應商在面臨競爭激烈的通路趨勢，如何運用策略來降低通路衝突，如何運用消費者洞悉尋找出最佳的行銷方式及通路決策，藉由品牌力、與通路商間互利的生態模式，造成出整個商業生態正面的共生平台。

The case is description about a supplier faces a problem on a channel requested to do deeper promotion. How the supplier to make a best decision to reduce profit impaction? The retailers are competition due to retailer density is very high in Taiwan and channel conflict is always happened. Supplier needs to think how to reduce the channel conflict and then get an acceptable profit.
Channel power is stronger for many years, because distribution is a key to drive sales and brand exposure. This is why the trade expense was increased more and more by retailers. How supplier to get enough profit under product cost and trade expense was increased? Wal-Mart is biggest retailer in US, the supplier who support Wal-Mart has been went out of business because they cannot get enough profit from Wal-Mart. We should to think about this case, if we follow it, how many suppliers will be faced same situation. How the supplier to do to get profit to continue running business?
What is a relationship between channel and supplier? They should be relied on each other. How do supplier’s strategy to reduce the channel conflict because they are facing the competitive among retailers. How to use the consumer insight on marketing strategy and channel decision? Through the brand power and channel power to make the profitable eco-business system and best product value to consumers.

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