2003年5月三洋維士比集團二代接班人葉豐榮，也是一手打造青島啤酒登臺上市，半年之內搶佔台灣啤酒市場10%市佔率的台灣青啤股份有限公司董事長。這天他比往常更晚下班，隨著電梯的下降，他整個人也如同電梯下降一般心情降到了低點。因為就在剛開完上市半年慶功宴後，葉豐榮董事長接獲情資，對手以兩岸關係條例向新聞局檢舉，而新聞局將正式行文，禁止其一手打造業績大好的青島啤酒，在台灣進行任何形式的廣告宣傳。此舉在當年對台灣飲料界而言，沒有廣告宣傳形同退出市場一線品牌的競爭。在此情況下，葉豐榮董事長該如何決策公司的發展呢？
本個案分為兩階段，討論公司領導人在處理公司營運及代理品牌關係中的決策，及斥資投入30億，建立了台灣第一座民營啤酒廠，建廠後又因外在政治氛圍及中國商品的負面形象，導致銷量大不如前。身為公司領導者，該如何運用公司資源帶領公司再創新局。可討論方向包含品牌經營、行銷管理、策略管理、危機管理、資源基礎、藍海策略、商業模式等。

In May 2003, Ye, Feng-Rong, the second-generation successor of Sanyo Visby Group, was also the chairman of Taiwan Tsing Beer Co., Ltd., which built Taiwan Tsingtao Beer on the market and seized 10% of the Taiwan beer market within half a year. On this day, he got off work later than usual. As the elevator descended, his whole person fell to a low point like the elevator. Because just after the first half-year celebration banquet, Chairman Ye, Feng-Rong received the affair, the opponent reported to the Information Bureau by the cross-strait relations regulations, and the Information Bureau will officially ban it from creating a good-selling Taiwan Tsingtao Beer in Taiwan. Any form of advertising. In the past, for the beverage industry in Taiwan, there was no advertising to compete with the first-line brands that exited the market. Under this circumstance, how should Chairman Ye, Feng-Rong decide the development of the company?
The case is divided into two phases, discussing the decision of the company's leaders in handling the company's operations and acting as a brand, and investing 3 billion to establish the first private brewery in Taiwan, due to the external political atmosphere and the negative impact of Chinese goods. The image has led to a sales volume that is not as good as before. As a company leader, how to use company resources to lead the company to re-innovate. The direction of the discussion includes brand management, marketing management, strategic management, crisis management, resource base, blue ocean strategy, business model and so on.

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本文探討公司資源與持續競爭優勢之間的聯繫。討論了企業資源產生持續競爭優勢、價值、稀缺性，可模仿性和可替代性的潛力的四個實證指標。該模型通過分析幾個公司資源的潛力來產生持續的競爭優勢。
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