本個案故事，主要在敘述台灣外食市場正處於快速變化及高度競爭環境，外送服務平台成為餐飲同業間運用於競爭及擴展業務的致勝武器，提供便利性及價值性在地化的服務，將是提升企業競爭優勢的重要策略方向。台灣麥當勞為了提升企業競爭力，2006年11月展開了歡樂送訂餐系統的服務，雖然過程中面臨許多需要克服的困難，但憑著歡樂送團隊的努力，成就了麥當勞歡樂送每年獲利穩定成長的銷售平台。然而，面對台灣每年人力及每單價格成本上升和Best外包客服訂餐系統產能成長上限等問題，2012年從中國大陸外派來擔任台灣區總裁Ann思考著如何掌握台灣麥當勞歡樂送的成長優勢，將Best外包客服訂餐系統成功地轉換至中國Zest外包客服訂餐系統，進而極大化訂餐系統的產能，此決策並未受到台灣區歡樂送負責人Angela及歡樂送團隊的青睞，她將如何實現她對台灣麥當勞歡樂送的願景，成功地說服Angela及歡樂送團隊呢？
本個案研究，主要在探討台灣麥當勞歡樂送如何與Best外包客服訂餐系統建立長期合作與信任的關係，維持最佳的交易成本，百分百滿足顧客需求，提供更獨特且異質化的服務。同時藉由分析內部階段性資源價值性、稀少性、不可模仿性、不可替代性，以掌握企業核心的競爭力，進而了解台灣麥當勞歡樂送整體的競爭策略；台灣麥當勞歡樂送延續競爭優勢的經營策略與方向，在於持續強化自身核心的價值與優勢，快速地進行資源整合，透過商業生態系統與內部及外部廠商，建立彼此協作的機制，成為共創價值的夥伴，達到共贏共生的境界。
本教學個案論文包含個案本文與教學指引兩部分，以場景重播的方式詳細描述跨國資源整合經營模式，其經驗可供企業參考借鏡。

關鍵字：交易成本理論、資源基礎理論、策略管理、商業生態理論。

As the eating–out market in Taiwan is fast changing and highly competitive, food delivery service, which provides convenience to customers and creates added value for the business, has become a plus factor many food providers take advantage of to increase their competitiveness and expand their profits. In November, 2006, McDonald’s (Taiwan) started to offer its delivery service, McDelivery, and had since been hitting new highs in sales while facing problems more recently such as the rising costs in labor and in price per order, and the growth limit of productivity.
This case study aims to examine and discuss how McDelivery Taiwan established a long-term cooperation model as well as mutual trust with the contractor who provided McDonald’s with meal ordering system and how it maintained the best transaction cost, offered unique and diverse services, and fully satisfied customers who used the delivery service. The present study also highlights the overall strategies for competition adopted by McDelivery Taiwan by analyzing the value, rareness, imperfect imitability and non-substitution of its internal resources. The strategies used by McDelivery Taiwan to maintain its favorable stance in competition including constant reinforcement in its core values and dominance, fast integration of resources, and cross-industry management among internal and external business partners. These have helped McDonald’s build mutual trust with other partners who create value with the company together, forming an enterprise ecosystem that is characterized by a symbiotic relationship. This case study contains the content and teaching notes, trying to look back the old incidents to elaborate the business model of transnational resources integration. Hopefully, the lessons can be learned.
Keywords: Transaction Cost Theory, Resource-Based Theory, Strategic Management, Business Ecosystem Theory.

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二、中文部分
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