細說故事來自太平洋西北側婆娑美麗之島福爾摩沙-台灣，太平製茶起源1965年於台灣中部的埔里盆地西北方一座小村落，發展至今，已經歷了六十餘年，但隨著時代的變遷，埔里紅茶原本是本省重要的紅茶產區。而太平製茶經由家族的努力奮鬥，曾經創造出全省紅茶產量前三大的茶工廠，1970年代初擔任行政院院長到1970年代末擔任總統的蔣經國先生，曾經多次參觀過太平製茶工廠，品嚐多次贊不絶口。隨著台灣開放農產品，進口印度紅茶至台灣市場，且由於人力成本較高，競爭力較為薄弱，因此太平製茶開始轉型，改種植台灣烏龍茶，由於在產品、銷售、人資、研發及財務管理上不斷的精進，伴隨著以品質為本，專業親切服務，太平製茶於1980年擴展版圖，創建第一家門市高雄店，並且打開全國的知名度。業績逐年好轉，蒸蒸日上，但在大展鴻圖之時，以兄弟姊妹為太平製茶經營團隊的家族裡，開始出現了不同的想法與意見。
由第一代創業至今，已經傳承至第四代，身為第三代傳人之一的Sylvia，除了要面對市場競爭之攘外，更得面臨家族不同核心價值思想之安內。因此各代長輩眾議之下，由家族共同作成決策，原共同掌門的第三代和第四代兄弟，各自獨立創建門市進行銷售，但是仍以來自大本營埔里的太平製茶工廠為供貨中心。
本論文採用教學個案方式寫作，內容陳述創業家在每個發展過程中，面臨各項危機所採取的決策選擇，公司核心能力打造茶葉包裝品牌創新設計，並以太平製茶商業模式開始主導編織強連結與弱連結的互聯網。但是擁有更多資源平台後，才知道不同茶葉視覺包裝設計整合都可有新的商業生態圈產生，該往哪走才好？ 才能提升客戶的購買意顯。這也是現今許多傳統產業在轉型所面臨到的問題，資源很多該怎麼重組？才能提升客戶的購買意願呢？
本論文包含個案內容和教師手冊兩部分，透過本論文，藉此培養領導者決策思維，必須嚴謹客觀分析，比較其結果優劣及所掌握的資訊，進而在日後碰到類似狀況時，能從個案中獲得不同角度的啟發，並可觸類旁通，增加思考的層面，確保決策的執行成效。

The origin of the restaurant Puli basin, the northwest has a small village, from 1963 Taiping crack development so far, after about 51 years, but with the changing times, Puli black tea was originally an important black tea producing areas, and Taiping tea by Family efforts to struggle, once created the province's top three tea production tea factory, when the President of the Executive Yuan to the President of Mr. Jiang Jinguo has repeatedly visited the factory bar factory, and full of praise, with Taiwan open Agricultural products, imports of Indian tea to the Taiwan market, due to higher human costs, facing the inability to compete, so the transformation of Taiwan Oolong tea cultivation, production and sales people continue to make sophisticated financial progress, accompanied by quality-oriented, coupled with professional and friendly service, Taiping tea in the first store in Kaohsiung national well-known annual performance gradually improved, flourishing, the face of the family was stalked outside, people rumors mixed distribution of benefits are home from the establishment of stores, Puli Taiping tea factory for the split. The final decision, the brothers decided to work one.

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