本個案以提高客戶的服務滿意度為例，探討雲端伺服器的售後服務全球佈局的規劃。外部面臨客戶的要求、內部面臨個案公司本身資源有限的狀況下，該如何在客戶的期望之下快速達成客戶的要求，提升客戶的滿意度？透過個案的內文，學習者可以探討個案公司的售後服務部門如何因特有的商業模式，透過專案管理、資源整合、策略聯盟和組織靈巧性的思維和操作手法達到客戶的期望。
本論文包含了個案本文及教學指引兩大部份，透過本文可以發現決策者和執行者以靈活且多面向的思維來規劃與執行專案，讓其準時達到預期的目標；教學指引部分，因授課方式為哈佛個案的模式進行討論，讓來自各不同產業的學員，透過閱讀本文後，思考自身經歷，進而針對個案的案例發表看法與見解，多方思考與學習。將來若遇到類似的問題發生，可經由此個案啟發，迅速的下定決策，善用資源以快速應變市場的變化，並增加自身企業的競爭力。本個案並提供專案管理、資源整合、策略聯盟及組織靈巧性等學理背景，以讓討論的素材能更豐富。

This case study intends to improve customer service satisfaction as an example to discuss the planning of the global distribution of after-sales service of cloud servers. Faced with the requirements of customers externally and the company has limited resources internally, how to quickly meet customer requirements and improve customer satisfaction under the expectations of customers has become a very important issue for the company. Through the current case study, learners can explore how the after-sales service department of the case company can meet the customer's expectations via the thinking and operation methods of project management, resource integration, strategic alliance, and organizational dexterity due to its unique business model.
This thesis includes two main parts: case text and teaching guide. Through this thesis, it can be found that decision makers and executors use flexible and multi-faceted thinking to plan and execute projects so that they can achieve the expected goals on time. According to the teaching method which is the Harvard case model, students from different industries are allowed to express their views and opinions on the case after reading this article. They can think about their own experiences and then think and learn from multiple perspectives. If similar problems occur in the future, we can draw inspiration from this case, make quick decisions, and make good use of resources to quickly respond to market changes, and then increase the competitiveness of your own business. This case study also provides the theoretical background of project management, resource integration, strategic alliance and organizational ambidexterity, so as to enrich the discussion materials.

中文參考文獻：
李澤宏(1989)。組織間關係理論之研究-社會交易理論、同盟理論及權變理論之應用與評估，東吳大學社會研究所理論組碩士論文。
徐俊明（2016）。企業併購與重組，新陸書局。
葉子綾(2015)。台灣伺服器產業由代工轉型至白牌之商業模式，東吳大學企業管理學系學術論文。
PMI (2009)。PMI國際專案管理學會台灣分會譯，專案管理知識體指南第四版。
英文文獻參考：
Duncan, R. B., “The ambidextrous organization: designing dual structures for innovation,” The Management of Organization, 1, 167-188, 1976.
Kogut, B., “Joint ventures: theoretical and empirical perspectives,” Strategic Management Journal, 9(4), 319-33, 1988.
March, J. G., “Exploration and exploitation in organizational learning,” Organization Science, 2(1), 71-81, 1991.
Nicolas, J. M & Steyn, H., “Project Management for Engineering, Business and Technology,” 4/e, 2015.
Pfeffer, J. & Salancik, G., “The External Control of Organizations： A Resource Dependence Perspective,” 1978.
Rosenau, M., “Successful Project Management”, 1981.
Williamson, O. E., “Markets and hierarchies: analysis and antitrust implications: a study in the economics of internal organization,” University of Illinois at Urbana-Champaign's Academy for Entrepreneurial Leadership Historical Research Reference in Entrepreneurship, 1975.
網路參考資料：
世界五大伺服器代工廠同場PK, https：//www.indUstryba.com/datacenter4。
策略聯盟定義。維基百科，https：//zh.wikipedia.org/zh-tw/%E7%AD%96%E7
%95%A5%E8%81%AF%E7%9B%9F。
資源整合。MBA智庫百科，https：//wiki.mbalib.com/zh-tw/%E8%B5%84%E6%
BA%90%E6%95%B4%E5%90%88。
資源整合模式。瑪雅知識，https：//www.yamab2b.com/why/3015261.html。
Ambidexterity詞源。維基百科，https：//zh.wikipedia.org/wiki/%E4%B8%A4%
E6%89%8B%E5%90%8C%E5%88%A9。