在現今，儘管網路電商蓬勃發展，實體通路的重要性依然存在，本個案即為
實體通路經營管理的實例探討。
個案公司宏華國際，是中華電信成立的子公司，成立時間至今僅短短 5 年，
員工已近六千人，平均年齡不到 30 歲，年輕的公司及團隊有無限發展的可能，
卻也因制度不健全且經驗不足而暗藏危機。
個案要討論的是負責經營中華電信直營門市的通路事業組織，當時的總經理
發現了管理上的問題且希望能跳脫原管理模式，在其以組織加入新血的策略下，
處級主管 Winnie 於 2016 年6 月加入團隊。甫加入即發現問題，開始推動變革。
Winnie 到任前後的危機及推動變革產生的抗拒和困難，在努力下，一一化
解，順利解決了許多問題，也完成了一些制度，成效終於在 2017 年底受到長官
的肯定。但雖之而來的，卻是更大的挑戰，短期目標，要達成 BSC 目標的營收
增加、承攬大型門市及新展店等專案計畫，長期目標，通路的長遠發展、永續經
營，Winnie 還可以做些甚麼?
本個案包含本文和教師手冊兩部分，討論的相關理論有危機管理、變革管理、
商業模式等，另在通路管理上針對產、銷、人、發、財、資企業六管之實際應用，
亦有許多做法可供讀者參考。

In spite of the rapid development of the network providers today, however, the
importance of physical channels remains. In the study an example of the management
of the physical channel is investigated.
In this case study, Honghwa International Corporation is a subsidiary of
Chunghwa Telecom Corporation. It has been established for only 5 years and has
nearly 6,000 employees whose average age of less than 30 years old. This young
company and teams may have the potential of unlimited development. However, the
crisis is hidden due to the imperfect systems.
This case study is to discuss the channel business organization responsible for
operating the direct branch stores of Chunghwa Telecom Corporation. The general
manager at that time discovered some problems of management and hoped to be able
to break away the original management model. Under its strategy of re-organization,
the Director, Winnie, joined the team in June 2016. When she joined, she discovered
the problems and promoted change.
After Winnie's appointment, the crisis and the resistance arising from the
promotion have been resolved successfully. She also established some systems for the
organization. The effectiveness was finally recognized by the chief executives at the
end of 2017. However, a short-term goal to increase the revenue for the BSC target
and a long-term goal for the sustainable development of the channels become a bigger
challenge. In this situation what else can Winnie do?
This case contains two parts, the main article and the teacher's manual. The
discussion of the relevant theories includes crisis management, change management,
business model, etc. The applications of production, sales, human resource, R&D,
financial, and information in the management of channels are also illustrated.

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