2019年汽車業受到進口車低價搶市衝擊，國產車銷量逐年下滑，面臨雪崩式衰退，國產車與進口車已在危急存亡之秋。因此，企業必須因應環境變動，在動態環境中以企業的核心資源來建構獨特的能力，並藉以連結的關鍵資源及機會，改變劣勢創造出新的第二曲線。個案中的專業經理人，透過客觀分析情境，洞察所蒐集的訊息，看清未來聚焦願景，運用合資雙方優勢互補，借利使力，以價值共創擴展版圖，強化營銷閉環，切割傳統國產經銷商無法經營進口豪華品牌的迷失。在創新的服務流程中同時提升員工的職能，創造有前景的發展。最終達到讓顧客、員工、股東，以開放共贏、互利共生的前題下，結合個別企業的關鍵能力，創造最大經濟效益的創新生態系統。
本研究採用哈佛個案教學方式撰寫，透過案例的探討，可以讓學員了解在動態環境中，企業如何感知到機會並大膽發揮優勢，掌握機會形成創新策略，並快速轉換內外部資源，以迎擊進口車進逼的挑戰。在與合作夥伴創造價值過程中，彼此透過互動與調整尋求新的成長動能，爭取進口高級車的經銷權，達到資源整合以降低成本，再利用智能服務把服務變成創新服務，創造盈利與競爭優勢，延續企業長期穩定獲利，將危機轉化為創新生態營運的轉機，最終達成企業永續經營之核心價值。

To be competed against by imported brands, Taiwan domestic automotive bands have been suppressed. The sales amount has been declining and reach depressive level in 2019, and it’s also the critical time for survival. Therefore, in a dynamic environment, the domestic automotive firms need to accordingly constitute unique capability which helps to connect resources and opportunities, and to reverse the tide by creating the new second curve in this crisis. To expand sales territory and to strengthen enclosed marketing, the professional managers in this case dispel myths that domestic distributors can’t operate luxury imported brands by objective analysis, insights from collected information, and visions for future. To achieve the maximum economic benefits, the company create an innovative ecosystem which combines unique capabilities and advantages and reaches the goal of win-win situation and beneficial symbiosis among customers, employees, and shareholders. In the meantime, employee’s working skills are enhanced and developed to be more potential in this innovative service processing.
This case study is edited by Harvard case study method. Through discussion, to make readers understand how enterprise to realize opportunities and exploit advantages under dynamic environment. And then, to face challenges from imported vehicle firms by innovational strategies from taking opportunities and rapid integration from inner and outer resources. To seek for growth energy by interaction and adjustment, to strive for dealership of luxury vehicle brands, and to achieve lowing cost by resource integration from creating value with collaborative partners. Moreover, to transform crisis to new ecological operation by reaching innovation service, creating profit and competitive advantages, and maintaining long term and stable growth. Therefore, the core value of sustainable business is achieved.

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