第二類電信事業在整體電信市場所占份額不如第一類電信事業，營業項目也多以批發經銷第一類電信事業的產品開始，為了與其他同業有所區隔，每家業者逐步發展出不一樣的營業項目。本個案介紹了東福科技(假名)創立者Tim，在面對市場上同業競爭激烈，供應商也加入市場競爭，既有產品成本也逐漸提高，除了陸續推出新的產品，身為公司最高管理人Tim也持續思考如何走出一條不一樣的道路，建立並維持公司的競爭優勢。
Tim決定利用公司具備的重要資源--與有線電視的良好關係，整合有線電視光纖並承租中油、台電光纖，拼湊為一項自主性強的數位資產--台灣西半部自有骨幹。藉以降低公司對第一類電信業者的依賴，擺脫批發銷售的角色進而自營自銷，也透過與有線電視業者各方面的合作，關係更緊密，共同進化。
本研究以哈佛個案研究的方式進行，經由個案內容可以討論企業面臨同業競爭及供應商加入市場競爭時的困境，以及資源基礎理論、資源拼湊、商業模式、關係管理…等議題。了解東福科技如何檢視公司手邊既有資源具備價值性、稀少性、不可模仿性、不可替代性的優勢，利用資源拼湊的方式建立公司自主性的數位資產；並成就新的商業模式，擺脫批發銷售的角色進而自營自銷，讓客戶做電信的主人；與有線電視等合作夥伴關係不同階段的演變，如何共榮共好。

The market share of Type II telecommunication operators is obviously lower than that of Type I telecommunication enterprises’ in Taiwan. Each operator has gradually developed different business models, while facing the fierce competition from the market and the increasing cost of products in.
Tim is the founder of the company. In addition to launching new products continuously, Tim was always thinking about how to find a way to build and maintain the competitive advantage in facing the fierce competition in the market.
Tim decided to take advantage of the good relationship with cable TV (CATV) operators, the most important resource of the company. By integrating CATV, CNPC and Taipower optical fibers, the company built a stronger backbone structure of the western Taiwan, reducing the company's dependency from the Type I enterprise and eliminating the role of wholesale. Through the cooperation with the CATV operators in all aspects, the relationship is closer and both can benefit from each other.
This research is conducted in the form of a Harvard case study. Through the content of the case, we can discuss the dilemma of enterprises facing horizontal competition and suppliers joining the market competition, as well as topics such as Resources-Based View, Resource Bricolage Theory, Business Model, Relationship Management..., etc. Learn how the company examines the advantages of its existing resources of the company and uses the method for patching up resources to build the company's digital assets; and achieve a new business model to eliminate the role of wholesale; how to benefit from the evolution of partnerships with CATV at different stages.

一、英文部分
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二、中文部分
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2.方至民 (2010)，策略管理: 建立企業永續競爭力，台北市，前程文化事業。
3.葉莉貞（2006），由資源依賴理論及社會資本理論探討資訊委外關係模式之研究，桃園市，銘傳大學資訊管理學系碩士論文。
4.巫忠信 (2003)，台灣中部地區製造產業策略結盟概況之研究，台中市，朝陽科技大學工業工程與管理所碩士論文。
5.周雅燕、何嘉惠、楊杏翬、蔣丞哲 (2001)，夥伴關係生命週期、關係前置因素與關係績效關聯性之研究，遠東學報，Vol.19，240-248。
6.俞慧芸 譯 (2007)，組織的外部控制:資源依賴觀點，Jeffrey Pfeffer & Gerald R. Salancik著，台北市，聯經出版事業。
7.陳意文 (2009)，創新產品的資源拼湊與價值實現之研究:採新資源基礎觀點之定性與定量分析，台北市，國立政治大學科技管理研究所博士論文。
8.謝如梅、黃品璇、莊為傑(2013)，新手與連續創業家之社會網絡拼湊與新事業機會之關聯性研究，2013 年第五屆創新管理與行銷專案研討會，高雄市， 國立高雄應用科技大學。

三、參考網站
1.日趨模糊的網路界線 電信管理法施行之變革及轉軌，作者 吳宜倫，檢自https://nccnews.com.tw/202006/ch1.html (Mar 22,2022)
2.什麼是數位資產？檢自https://docs.microsoft.com/zh-tw/azure/cloud-adoption-framework/digital-estate/(May 2,2022)
3.以循環經濟思維打造經濟發展新模式：產業共生的國際經驗與在地實踐的機會，資源循環台灣基金會，檢自https://research.kcg.gov.tw/Upload/EpaperFile/636349288614318521.pdf (Apr 21,2022)
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8.電信管理法第83條申請轉軌作業，檢自 https://www.ncc.gov.tw/chinese/gradation.aspx?site_content_sn=5289&is_history=0 (Mar 16,2022)