代理或自創品牌的決策，本個案故事發生在2010年，成立二十多年以貿易代理起家的佳醫健康公司，其家電部門最高主管Tom收到Honeywell產品kaz原廠的來信通知，將終止雙方15年來的代理合作關係。他心中長久以來的憂慮終於在此刻發生，做為一個代理商，隨時都有因無法達成原廠目標，而被撤換終止代理的威脅，也有因為原廠建設完基礎通路、達成超出目標，而被原廠私設分公司，取銷代理權的危機感。雖然更換代理，在市場上時有所聞的，但，這次終究是自己要去面對。這幾年在家電市場累積的經驗，讓Tom有了掌握產品資源的想法，這樣才能將產品主軸聚焦定位為「空氣、水及養生」的健康家電。他除了要能提出可以長治久安的策略，也要思考公司向來以代理、B2B業務為主，目前能相因應走向自有品牌的資源有哪些?如何跨出穩健的下一步？他必須在下週五部門主管會議時向總經理提出部門長遠的因應對策，同時，也要事先與持不同意見的財務長達成共識；另一方面，部門同仁以及合作經銷、通路的夥伴們，是否會支持他?隨著國人的養生、健康概念興起，如何成為健康家電未來的領導品牌，他將如何實現腦海裡漸漸浮現的遠景？

本個案之討論是藉由貿易商面臨代理或自有品牌決策時，所面對的相關企業經營議題探討。佳醫集團多年來都以醫療相關多角化經營不同科別的垂直整合，家電業務一直為代理商角色，當面臨發展自有品牌時，本個案以模組化理論來考量相關面向；並藉由資源基礎觀點探討以集團內部既有資源重塑核心能力；也藉由資源基礎觀點及企業轉型理論探討加強客服部門轉型B2C服務，使成為自有品牌業務的強力後盾。再以商業生態系統理論探討家電部門的下一階段如何能穩建的發展並成為健康家電產業的領導。本個案之研究希望能藉由實際個案之發展經驗與理論之結合印證，提供企業進行發展自有品牌之參考。

A decision on whether to act as agent or create & start your own brand; the story of this case story took place at Excelsior Medical Co., Ltd. in 2010, a company founded twenty years ago and started as trade agency. Tom, the highest ranking executive of home appliance department received a letter from the original manufacturer of Honeywell products, kaz, informing him that the agency relationship between the two parties which lasted for 15 years would soon be terminated. For so long he had been worried and it finally took place, as an agency, the threat of being replaced because of unable to accomplish the target the original manufacturer had expected was always there, and sometimes the agency relationship was terminated because the accomplishment exceeded the target through the basic outlet set up by the original manufacturer, and then the original manufacturer would terminate the agency right and establish a branch of its own in private instead. Although a replacement of agency was never a new thing, but this time, he was the one who had to deal with this problem. Through the experiences he had accumulated over these years, he came up with an idea to have a full grasp of product resources, so that the main spindle of product could be lying in the healthy appliances comprised of “air, water, and regimen.” In addition to a long-term stability strategy, he must also think of what resources of own branding in response to the current phase of a company which had been focusing on agency and B2B for years could be selected from? To take a prudent step towards success, but how? He must submit appropriate countermeasures to the general manager during the executive meeting next Friday, at the meantime, he and the chief financial officer who had a dissenting opinion must reach a consensus; on the other hand, would department colleagues, as well as cooperative dealers and distributors support his idea? With the rise of concepts of regimen and health, how to become the leading brand of home appliances in the future was the major issue, and how could he achieve the vision which gradually emerged in his mind?

The discussion of this case study is focused on operational issues a trading company encounters when it is faced with the decision making of whether to act as agent or create & start its own brand. For years, Excelsior Medical Co., Ltd. has been dealing a vertical integration of all sorts of medical-related products, while the business of home appliances lies in the role of agency, when it is faced with the idea of development its own brand, this case study uses a modularity theory to conduct relevant aspects; and to explore the existing internal core competencies of resources remodeling based on the resource-based view; to discuss how to stimulate the customer service department to transform into B2C service and serve as a strong backup of its own brand based on the resource-based view and enterprise transformation theory. Next, to explore how to ensure a stable development for the home appliance department in the next phase and become the leading brand in the healthy home appliance industry based on the business ecosystem theory. Through the development experiences of the actual case and a combined confirmation of theories, this study wishes to provide enterprises some references regarding creating & starting their own brands.

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一、英文部分
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