台灣業者在以製造業創造出經濟奇蹟後，如何轉變思維模式及調整競爭策略找到再創高峰的契機。中國市場，無疑是台灣廠商蛻變成長的大好時機，在台灣產業國際化的議題中，絕大多數企業以中國大陸市場作為第一個跳板，雖然多數都以降低成本為最重要考量因素，但也有部分廠商是以不同經營策略在中國市場展開新事業。因為相較於大陸，台灣的服務業起步較早，有資金、技術、管理、經營等方面的優勢，加上兩岸有著語言習俗相通的優勢，讓大陸服務業市場成為台灣服務業海外拓展的首選。但大陸市場廣大，如何制定適當的市場策略以快速穩健地取得先機及有利地位？成為企業營運發展最大的課題。
因此本研究以在大陸成立之台資企業3A公司為案例，探討服務業如何以通路拓展及品牌建立為發展中國大陸市場之經營策略，希望提供其他業者進入大陸服務業市場的參考。研究過程參考運用「策略矩陣分析」、「品牌定位」、「價值鏈分析」、「商業模式分析模型」等相關理論，分析企業營運過程中，該以何種策略有效的鞏固加盟商的合作意願？企業營運理念如何有效傳遞給連鎖加盟通路？通路品牌與時尚精品形象結合之經營模式下，品牌理念的一致性如何貫徹？等問題
個案3A的快速擴張雖說是在大陸加速市場開放的大環境下使然，但總裁ROY以個人獨特的眼光與產業歷練、台資背景掌握兩岸消費的差異、整合供貨管道與經營知識、多元化的品牌策略引導加盟快速展店，逐步找出3A的定位，都是成就今日局面的關鍵因素，3A現正朝向華人生活市場平台之願景邁進。本研究在分析3A公司包含多元品牌、多元供應商、加盟體系通路的策略之後，建議3A公司未來應以提供顧客價值為核心理念，並強化三項策略作為，包含一、將優質加盟者納入經營體系，成為策略夥伴，共同創新行銷模式，同時共同開發新市場。二、強化產品設計中心(DDC)功能為華人生活優質機能創新發展中心，為3A成為華人家居生活用品的第一優質品牌提供創新動能。三、迎向國際將3A塑造成國際級品牌而非中國品牌。未來，3A公司不僅在中國接受國際企業競爭挑戰，更有可能走出中國拓展全球市場。那時的3A公司將是台商以品牌價值凝聚加盟通路向心力的典範案例。

Taiwanese entrepreneurs had once created an economic miracle through manufacturing industry, the transformation of thinking mode and the related adjustment on competition strategy will be the juncture of creating another economic miracle. The huge market of the People’s Republic of China(China) undoubtedly will be a great opportunity for Taiwanese entrepreneurs to gain results in transformation and growth of their current business. Most of the Taiwanese entrepreneurs would choose China as their stepping stone in developing global scale business or goes global, mostly due to the advantage in cutting down the costs, however, there are still some companies who choose to expands new business unit in China by implementing different business strategy. The comparatively early begins of the service industry in Taiwan had brought the Taiwanese entrepreneurs advantages in several aspects, such as resources, technics, management and operation skills, in addition of the cultural and language commonality between Taiwan and China, makes China the best choice for Taiwanese entrepreneurs in expanding global scale business. However, due to the huge scale of China market, gaining strategic advantages by implementing strategies which fits the current market most had become the most important issue for expanding and managing a business in China.
This research had used 3A company, a Taiwanese entrepreneur which is founded in People’s Republic of China, as an example to discuss about how service industry could expand current market in China by expanding marketing channel and creating brand power, hoping that it could provide a reference for other entrepreneurs who wish to gain access into China’s market. This research had been using theories, such as「Strategy Matrix Analysis」, 「Brand Positioning Analysis」, 「Value Chain Analysis」, 「Business Model Analysis」and so on, in order to figure out directions for following questions, such as the effective strategy in strengthen the willingness to cooperate between franchisees, the effective ways of transmitting the brand philosophy to the franchisees, and the effective ways in maintaining consistency of brand image and philosophy between parent company and franchisees under the business model which combines both channel brand power and fashion boutiques.
The rapid expansion of the 3A company could be said as a result of the accelerated market opening in China. However, by knowing the differences of consumption preferences between China market and Taiwanese market, implementing the management knowledge in integrating supply channel, and leading the brand to rapid expansion, Roy the CEO of 3A company had successfully find out the brand position of 3A company and leading the company to their mission in becoming a platform of stylish living style for the Chinese society. After analyzing the strategy of 3A company which includes multiple brands, suppliers, and franchisee channel system, we suggests that the 3A company should focus on providing value to their customers in the future and strengthen three aspects in their business strategy which included:
1.becoming the strategic partner with franchisees and join them in expanding market and designing creative marketing strategy,
2.upgrade the DDC system into a development center which could provide the Chinese society a high quality functional living style,
3.making the 3A company a well-known globalized brand but not only a well-known localized brand.

We believed that the 3A company will soon facing a harsh competition environment comes from global market, but not only the market in China. By strengthening the strategic aspects we had mentioned above, we believed that the 3A company will be able to survive in the incoming global-scale competition and become a benchmark Taiwanese entrepreneur who had successfully united their franchisees by brand value in the current industry.

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