隨著科技的日新月異資訊設備不斷演變，消費性電腦產品低價化、差異化小與微利時代來臨，資訊通路完全競爭狀態下供給大於需求，供應商大量投入資源研發設計新功能產品，通路代理商配合快速回應市場需求，將產品銷售服務普及化與擴大規模經濟，降低營運成本持續獲利提升競爭力與價值創造。
通路代理商扮演上游供應商品牌行銷與下游經銷商產品銷售的溝通橋樑，協助營運銷售規劃及產品、通路策略執行。目標客戶有那些痛點未被解決的、還有那些需求未被滿足的，洞悉產業趨勢的策略佈局，提升競爭力建構永續領導經營能力，讓競爭對手無法踏入我們所鞏固的目標市場與忠誠客戶，透過通路銷售管道建立屬於代理商的品牌價值形象。
資訊通路代理商的核心價值取決於產品銷售通路的廣度與深度、以數位化有效系統管理眾多產品種類品項、客戶訂單、出貨與維修客服的營運管理機制，企業數位優化轉型更要有突破性多元化發展機會，與其瓜分競爭不如創新差異，在藍海市場找出企業核心價值貢獻。

With the advancement of technology and the continuous evolution of information equipment, the consumer computer market has entered an era characterized by low prices, minimal differentiation, and slim profit margins. In this state of perfect competition, supply surpasses demand. Suppliers are investing significant resources into research and development to design innovative new products. Channel agents, aiming to rapidly meet market demand, are working to popularize product sales and services, expand economies of scale, reduce operational costs, maintain profitability, and enhance competitiveness and value creation.
Channel agents serve as crucial intermediaries between upstream suppliers' brand marketing and downstream dealers' product sales, aiding in operational sales planning and executing product and channel strategies. Despite the existing market saturation, target customers still face unresolved pain points and unmet needs. Our strategic approach involves understanding industry trends, boosting competitiveness, and building sustainable leadership and management capabilities to protect our market share from competitors and reinforce customer loyalty. Through effective use of channel sales, agents help establish a strong brand value.
The core value of information channel agents lies in the extensive and in-depth management of product sales channels, along with the efficient digital management of diverse product categories, customer orders, shipments, and customer service. Enterprises must achieve breakthroughs through digital optimization and transformation. Instead of engaging in cutthroat competition, it is more beneficial to innovate and differentiate, identifying the core value contributions of enterprises within the blue ocean market.

2022年臺灣筆電出貨1.86 億台 雲端資料中心成臺灣伺服器出貨重要動能。（2021，9月28日）。資策會（MIC）產業情報研究所。檢索於2024年4月1日， https://mic.iii.org.tw/news.aspx?id=608&List=13
IDC（國際數據資訊）：台灣資訊服務市場成長趨緩，預期2023全年市場規模達29.2億美元。(2023，12月18日)。國際數據資訊有限公司。檢索於2024年4月1日，https://www.idc.com/getdoc.jsp?containerId=prAP51570323
IDC（國際數據資訊）研究顯示：疫情後刺激行動化趨勢，筆記型電腦與電腦顯示器出貨量紛紛創下歷史高點。(2022，4月1日)。國際數據資訊有限公司。檢索於2024年4月1日，https://www.idc.com/getdoc.jsp?containerId=prAP48945422
文崇一，和楊國樞(2000)。社會及行為科學研究法下冊。東華。
李佳純(2001)。以資源基礎理論探討持久競爭優勢形成之因素—以 “ePaper 電子報聯盟” 為例。傳播與管理研究 1(1), 93-120.
李榮泰（2015）。LED物料代理商的經營決策。﹝未出版碩士論文﹞。國立臺灣科技大學。
周旭華(2010)。競爭策略: 產業環境及競爭者分析。天下遠見。
金偉燦，和莫伯尼(2005)。藍海策略。天下遠見。
新聞中心 - Trendforce：宅經濟效應退場，預估2022 全年筆電出貨量達237.9 百萬台: 集邦trendforce - 提供內存閃存、LED 照明、顯示器面板、新能源太陽能光伏產業的市場報告、價格趨勢。 TrendForce。 檢索於2023年12月1日，https://www.trendforce.com.tw/presscenter/news/20220114-11089.html
上市櫃公司財務報表。財報狗。檢索於2024年4月1日，https://statementdog.com/analysis/6118/monthly-revenue
Barich, H., & Kotler, P. (1991). A framework for marketing image management. MIT Sloan Management Review, 32(2), 94.
Cordell, A., & Thompson, I. (2019). Porter’s value chain. The Procurement Models Handbook, 165–167. https://doi.org/10.4324/9781351239509-50
Dominici, G. (2009). From marketing mix to e-marketing mix: a literature overview and classification. International journal of business and management, 4(9), 17-24.
Grundy, T. (2006). Rethinking and reinventing Michael Porter's five forces model. Strategic Change, 15(5), 213-229.
Keller, K. L., & Kotler, P. (2016). Marketingmenedzsment. Akadémiai K. https://doi.org/10.1556/9789630597784
Kim, W. C., & Mauborgne, R. (1998). Value innovation: the strategic logic of high growth. IEEE Engineering Management Review, 26(2), 8-16.
Kim, W. C., & Mauborgne, R. (2014). Blue ocean strategy, expanded edition: How to create uncontested market space and make the competition irrelevant. Harvard business review Press.
Kristandl, G., & Bontis, N. (2007). Constructing a definition for intangibles using the resource based view of the firm. Management Decision, 45(9), 1510–1524. https://doi.org/10.1108/00251740710828744
Lee, C. C., & Yang, J. (2000). Knowledge value chain. Journal of Management Development, 19(9), 783–794. https://doi.org/10.1108/02621710010378228
Mut, E., Kanuma, N. T., Rusatira, E., Kwiringirimana, T., Mugenzi, P., Govere, I., & Foti, R. (2009). Analysis of coffee export marketing in Rwanda: Application of the Boston consulting group matrix. African journal of business management, 3(5), 210-219.
Porter, M. E. (1997). Competitive strategy. Measuring Business Excellence, 1(2), 12–17. https://doi.org/10.1108/eb025476
Yin, R. K. (1992). The case study method as a tool for doing evaluation. Current Sociology, 40(1), 121–137. https://doi.org/10.1177/001139292040001009