全球化加速發展，改變了國家經貿結構、產業不斷演進下、改變了企業營運模式，雖帶來新的機會及願景，但也帶來新的威脅挑戰與不確定性風險。未來企業要如何面對不同國家或地區之文化、法律、政治、經濟、地緣及產業變化等背景條件差異下與自身經驗做結合或區別，將無法避免，如何針對不同產品、服務、資源於不同的國家找出最佳營運模式，採取不同經營策略進行國際擴張，才是企業成長之道。
近年來企業除了逐漸以併購（M&A）、合資（Joint-Venture）、策略聯盟（Strategic Alliance）等方式作為全球化經營策略外，拜各國金融市場放寬下及國營事業民營化，加速了企業直接或間接投資成長。相對在競爭激烈的電子業裡，已經步入成熟期，是必要改變過去的經營模式，才能走出紅海。而「規模經濟」是乎也決定競爭力。在電子元件分銷產業中，大型分銷商通常擁有較佳的資金優勢，常常也同時擁有產品線廣，運營費用控制能力強，市場拓展能力強，可承受庫存能力大,等優勢，在產業中的表現也因此極具影響力。
本研究透過文獻及探討，經整體分析及比較其差異後，不難發現，企業唯有創造新的經營模式，才能促進企業成長，強化市場競爭力。
如個案分析中採策略聯盟的大聯大，「前端分」維持各自彈性、「後端合」管理know-how及資訊平台共享，有效降低共通性資源浪費；或是採購併的友尚，透過同業整併，減少同業削價競爭壓力，藉由產品整合，提供完整性給下游，皆充分表現出，在合併後，整合資源的功效。
在產品競爭力上，因為合併後產品線增加，完整的產線，提供客戶一次購足的服務、因此擴大營運及領域，使得營收或獲利上，產生極大的綜效，且也因為「規模經濟」下，有效鞏固自己在產業中的地位，促使自己在全球半導體通路產業上，具有舉足輕重的地位。
所以，企業追求成長的方法，無論是採策略聯盟或購併營運策略，皆不失為企業成長最快速的方法。

National economic and trade structure have been changing by globalization, and the business models have been changing by industry evolution continuously. While new opportunity and vision came, but also threats, challenges and uncertainties brought. Enterprises is not only in the test, but also face different countries or regions in culture, legal, political, economic, geographic and industry changes to find out the best business model, and follow by international expansion.
Enterprises are not only take mergers and acquisition, joint-venture and strategic alliances as global business strategies in the recent years, but also need to change business model, especially in highly competitive and matured electronics industry to get out of Red Sea status quo.
“Economic of scale” became on of the indicator of competitions. Taking electronic component distribution industry for example, the larger distributor it is, the better financial advantage, control of operating costs, market expansion ability and broader product lines it owns.
The study is comparing the difference in the overall analysis, and found that the only way for enterprise to increase business, and strengthen market competition by new business model creation.
In the case analysis of WPG who takes strategic alliance, “front-end segmentation” to maintain the flexibility, and “back-end integration” to reduce the waste of resources by management platform for sharing know-how and information. On the other hand, the company YoSun Group which takes M&C to reduce competition stress by merger competitors, and offer full-line products for customers by production integration is sufficient to show the effectiveness of resources integration after the merger.
After the merger, the companies provide one-step shopping service with synergy to generate revenue and profit. With the “economic of scale”, the companies have a pivotal position of the semiconductor distribution industry in the world.
In the summary, both of taking strategic alliance or merger and acquisition are regarded as the fastest way for enterprises growth.

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