這個個案的故事背景發生於2006年，此時的台灣富士全錄公司已成立35年，長期以來，以經營辦公室之影印機及複合機市場為營運主體，獲利狀況及經營體質尚屬良好，在統一超商（7-ELEVEN）的邀請下，進行7-ELEVEN門市文件服務市場的合作評估，由於此合作案之投資金額龐大、市場接受度及獲利模式不確認、既有資源的嚴重不足，且將可能引起其他超商客戶的不滿，是以存在相當高的投資風險。但由於既有經營領域的市場飽和及完全競爭，公司的成長不易，亟欲尋得好的投資機會以取得新的成長動能，統一超商此一影響力極大的通路及全新的商業服務模式，存在著強烈的成長契機與吸引力，在此危機與轉機之間，台灣富士全錄公司的決策非常困難，必須審度自身的資源與能力，確認未來的發展方向，此評估必須與公司長遠之發展願景結合，讓這公司有史以來的最大投資案，在正確的判斷中作出決策，以向全公司同仁及公司未來的發展歷史負責，此決策所應衡量的有哪些層次與項目？作一深入研討。
本個案之討論將藉由此一投資案的評估及思考，開展一系列的企業經營議題探討，對一個不確認因素極高的投資而言，首先必須衡量自身的資源基礎，在價值創造及傳遞的過程中，如何創造差異而具有獨特性的資源條件？並利用此資源條件主導或加入適性的商業生態體系中，以透過協同營運創造更明顯而長期的競爭優勢，而這個過程本身就是一個不斷轉型的過程，保持企業的轉型精神與文化也是永續經營的必要條件，當然轉型策略與方向，是轉型成功與否的關鍵，在以服務導向的營運模式逐漸成為主流的時代，企業該如何進行此轉型策略的思考及擬定，自是重要之課題，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，提供企業進行服務導向事業轉型之參考。
本個案相關理論為價值鏈、價值系統、協同行銷、商業生態系、企業轉型、服務事業。

Winding the clock back to 2006 while reached its 35 year mark in the office printing business; Fuji Xerox Taiwan received a document assessment query from retail convenient store giant 7-Eleven. There are several potential risks that come with this unique business opportunity, including the magnitude of hardware investments, obscure profit margin, unpredictable market acceptance, lack of internal resources, and dissatisfaction from other clients in retail industry owing to conflict of interest.
However, due to increasingly fierce competition and rising market maturity level, the island-wide geographical coverage of 7-Eleven will bring promising growth to Fuji Xerox Taiwan in the foreseeable future. It must re-assess its firm-wide capability and map out a clear path to resolve this business-critical dilemma. In the following discussion, we will look into the inner layer of the decision-making process of the 7-Eleven projects and how it will converge on the collective welfare of Fuji Xerox employees.
The case study will discuss a huge investment with a lot of uncertainties, starting with evaluating the fundamental elements of internal resources and how corporate create unique value among competitors by identifying its own strength. Therefore, by taking advantages of existing resources to dominate the niche market in order to achieve competitive advantages via joint efforts by multiple vendors in the long run.
The process itself is an incremental transition; it also represents corporate culture and the spirit of sustainability. In the recent trend where service-oriented business model became mainstream; how to re-align the direction the company is heading to and planning the appropriate strategies became major tasks. This case study strives to combine the theory and practical experiences in hopes of providing a solid reference for transition within a corporation.

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