近年小農平台、有機認證紛紛崛起，惟其資源整合與策略規劃決策，甚具挑戰。本論文探討淼焱苗有機農場從無到有，從建園之資源整合至行銷策略之規劃。個案農場所有人從農近8年，歷經專業不足、產能不足、人力匱乏、擴廠、產品滯銷、拼追銷量的多重經營困境下，發展出的多角化經營，複合式、同業共存、異業結盟、通路多元化、代銷等資源整合多種行銷經營策略。本論文以教學個案形式呈現，包含個案本文與教學指引兩部份，個案研究結果顯示，個案農場所有人不以小農經濟為小確幸的心態待之，反將其以建立『農業品牌』方式看待與經營，認為要做品牌，也不能排斥轉型通路，並朝農企業方向前進紮根，才能永續生存。

In the recent years, the platform of small-scale farmer and organic certification have risen abruptly, but the resource of integration and the decisions of strategic planning are quite challenge. The research discusses that Miao-Yan-Miao organic farm where was from nothing to prosperity as the farm was to build gardens from the resource integration to the planning of marketing strategy. The case of farm owner participated into agriculture for almost eight years and faced difficulties such as insufficient profession, less production capacity, lack of manpower, plant expansion, unmarketable products sold, and chasing sale volume of multiple managements. Under the difficulties, the farm has developed diversification, composite, co-exist with the industry, cross-industry alliance, channel diversification, consignment etc. such as the resource integration with variety of business strategy. The paper presents the case of teaching is included two parts, the text and teaching guidelines. The case study shows that the case of farm owner who does not see himself as a small-scale farm economic with the attitude of little happiness but establish “Agriculture brand” method to approach sustainable management. It thinks that the brand is not only transit other channels, but also toward to agribusiness deeply for sustainable management.

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