科技的發展推動了零售產業的變革，變革的過程讓規模經濟的效益愈來愈大，也讓新興業者不斷冒出，從傳統的雜貨店到連鎖店、大型量販店、便利商店、百貨公司等，並從實體通路邁向虛擬通路，虛擬通路的發展又B2C、B2B2C、C2C、B2B等各種不同的經營模式且又加上線上線下的結合，隨著社群媒體的興盛，新型態的直播/團購購物也如雨後春筍般遍地開花，消費者行為的改變，也為過去以產品研發與行銷為主的品牌商帶來前所未有的挑戰。零售通路在多個階段的變革中促進了價值鏈的重組，如何在品牌與通路間扮演關鍵角色始終是各中間商努力的目標，傳統的經銷商與代理商受限於庫存與資金的壓力始終無法取得主導權或不斷擴大規模，而零售業一直不斷的延進新一代的電子商務中間商，其品牌代運經營模式能否扭轉局勢，應比通路的競爭更值得觀察。2020年COVID-19開始帶動著電子商務上業績倍數成長、訂單的爆發、倉儲物流完全跟不上速度、員工士氣低落，內憂外患的困境。再加上合作的品牌因為疫情封城導致品牌貨源斷鏈、通路成本的不斷增加等因素的影響，這些都是本個案待解決的問題。

本論文以哈佛式個案撰寫的方式，包括本文與教學指引手冊兩部分。通過導師的引導，依據個案公司的發展情況，引領學員探討如何運用 波特五力、組織變革、敏捷管理、期待理論，並精益求精持續改善個案公司內部管理，期望本個案論文可做為存在相似問題企業的經營參考。
關鍵字: 波特五力、組織變革、敏捷管理、期待理論

The development of technology has driven the transformation of the retail industry. The process of transformation has led to increasing economies of scale and the emergence of new players. From traditional grocery stores to chain stores, large-scale retailers, convenience stores, department stores, and more, the industry has moved from physical channels to virtual channels. The development of virtual channels has given rise to various business models such as B2C, B2B2C, C2C, and B2B, along with the integration of online and offline channels. With the rise of social media, new forms of live streaming/group buying shopping have also emerged, causing changes in consumer behavior and presenting unprecedented challenges for brand manufacturers that traditionally focused on product development and marketing. The evolution of retail channels has facilitated the reconfiguration of the value chain, and playing a crucial role between brands and channels has always been the goal of intermediaries. Traditional distributors and agents have always been unable to gain control or expand their scale due to inventory and capital pressures, while the retail industry has continued to advance. Whether the brand agency operation model of the new generation of e-commerce intermediaries can reverse the situation is worth observing, perhaps even more so than the competition among channels. Since 20, the COVID-19 pandemic has driven exponential growth in e-commerce performance, an explosion in orders, and the warehouses and logistics are completely unable to keep up with the speed, while employee morale has declined due to internal and external challenges. In addition, the collaborative brands have been affected by factors such as the disruption of brand supply chains due to lockdowns and the continuous increase in channel costs. These are the issues that need to be resolved in this case.
This thesis is written in the Harvard case writing style and consists of two parts: the main text and the instructional guide. Through the guidance of the instructor, students are led to explore how to apply business models, organizational transformation, agile management, and expectancy theory to continuously improve internal management in accordance with the development of the case company. It is expected that this case study can serve as a reference for the management of similar companies facing similar problems.

Keywords: Porter five forces analysis, Organizational Change, Agile Management, Expectancy Theory.

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江裕真 譯(2022, Rigby, D. Elk, S. & Berez, S. 著)。打造敏捷企業: 在多變的時代， 徹底提升組織和個人效能的敏捷管理法。臺灣:臺北市， 經濟新潮社。
邱美如 譯(2002, Kotter, J. P. 著)。領導人的變革法則。臺灣:臺北市，天下文化。
哈佛商業評論全球繁體中文特刊(2022)。新時代領導必修課。哈佛商業評論。來源: https://24h.pchome.com.tw/books/prod/DJBND1-D900FM9MQ。
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黃楸晴(2019)。期望理論獎金怎麼發，才能最大程度激勵員工
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二、英文文獻
Drucker P. F. (1985). Innovation and Entrepreneurship. Harper Business, New York.