自1998年起，網路拍賣在台灣開啟了網路經濟的大戰，跟隨著行動網路架設的普及與行動資訊推播的無所不在，它改變產品銷售的廣告模式與人們的消費型態，開啟了新時代的商業模式，也直接影響了店頭市場，隨著網路平台的崛起開啟了另一個不同創業過程的選擇，而網路平台的創業成功模式與過程是否如工廠製造產品的方式以一種標準流程或規格加以複製而產生？面對資源有限且商品又不具差異化的情況下，該以何種方式與競爭對手做出差異化，故本研究探究業者如何整合平台既有資源、串聯生態系統內的資源及互補者，並經由價值交換後達到價值共創。但在過去研究中，多著重於說明大企業於生態系統中之定位，是以本研究欲探究的乃是中小企業如何在一生態系統中佔有一席之地。在研究中，將透過生態系統、資源及制度化觀點作為學術理論以檢視實務現象；而在企業實務上。本研究將以文具工具類賣場百會市集為例，使用質性個案研究法，透過多次訪談與討論呈現個案，並從中利用學術理論與企業的實務現象進行互動、對話，進而提出以下兩點結論：
(1)藉生態平台的幫助創業者可以更了解企業產生持續競爭優勢的資源種類，而資源協作可以用於幫助具獲得持續競爭優勢潛力的企業，藉此理解來評估公司所擁有資源，並利用公司能產生持續潛力的資源，將提升企業競爭優勢。
(2)電商創業者除了可透過生態平台產生互補創新進而獲取平台裡顧客的直接或間接關注外，從無形資源到品牌商品的互補策略亦是電商參與者面對市場競爭時需要重視的地方。

Are successful models and processes for online platforms replicated in a standard processor specification, such as a factory manufacturing a product? In the face of limited resources and undifferentiated commodities, how should we differentiate ourselves from competitors? Therefore, this study explores how entrepreneurs integrate the existing resources of the platform, link the resources in the ecosystem and complement each other, and achieve value co-creation through value exchange. To examine practical phenomena through the use of ecosystem, resource and institutional perspectives as academic theories, this study will take Perfectstore, stationery, and tool store, as an example, use the qualitative case study method to present cases through multiple interviews and discussions, and make use of academic theories and practical phenomena of enterprises to conduct interaction. The following two conclusions are proposed:
(1) Resource collaboration can be used to help enterprises that have the potential to obtain a sustainable competitive advantage. With the help of the ecological platform, entrepreneurs can better understand the types of resources that generate sustainable competitive advantage, to evaluate the resources owned by the company and make use of the resources that generate sustainable potential, to enhance the competitive advantage of the company.
(2) E-commerce entrepreneurs should also attach importance to complementary strategies from intangible resources to brand goods when facing market competition.

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