近年來，受中美貿易戰、新冠疫情、全球供應鏈重組，以及半導體原廠通路政策緊縮等因素影響，傳統電子零件貿易商所依賴之代理價差、資訊不對稱與原廠配貨優勢逐漸弱化，既有商業模式面臨高度挑戰。特別是對缺乏核心技術專利、規模資源有限的中小型貿易商而言，如何在環境劇變下重新定位自身價值，並在保留既有 B2B 基礎的同時發展更具自主性與差異化之 B2C 成長路徑，已成為重要的管理課題。
過去有關策略性敏捷與商業模式創新的研究，多聚焦於大型企業、科技製造業或具備高度研發資源之組織，較少探討資源受限之中小型電子零件貿易商，如何在外部壓力與內部轉型阻力並存的情境下，透過策略性敏捷促成雙軌商業模式之形成。因此，本研究旨在探討電子零件貿易商如何運用策略敏感度、領導統一性與資源流動性，因應外部環境變化，並推動價值主張、價值創造與價值獲取邏輯之延伸與重組。
本研究採取質性單一個案研究法，以台灣某電子零件貿易商 A 公司為研究對象，透過四位不同組織層級成員之半結構式深度訪談、內部組織資料、2024 年至今之營運區間資料與外部產業資訊進行多重證據來源分析，梳理其由傳統 B2B 零件貿易，逐步新增 B2C 自有家電品牌之發展歷程。研究結果發現，外部環境動盪在個案公司轉型過程中扮演重要觸發角色，使管理團隊重新檢視既有代理模式之脆弱性；其次，策略性敏捷三項構面在實務中並非嚴格線性運作，而是透過市場試驗、數據回饋、跨層級共識與資源調整反覆互動。
本研究進一步指出，A 公司現階段並非由 B2B 完全轉為 B2C，而是形成「雙軌並存式商業模式重塑」。2024 年至今，B2B 約占營收 70% 至 80%，毛利率約 1% 至 3%；B2C 約占營收 20% 至 30%，毛利率約 30% 至 40%。其價值主張由 B2B 的交易信任延伸至 B2C 的品牌信任；價值創造由進銷存與大宗物流延伸至產品企劃、數位廣告、社群經營、客服與終端物流整合；價值獲取則由低毛利代理價差延伸至較高自主定價與品牌溢價潛力。補充訪談亦顯示，實體通路擴展未達預期、廣告成效波動與售後物流複雜度，促使公司持續修正通路與資源配置。
本研究除補充策略性敏捷在中小型電子零件貿易商情境下之理論應用，也說明雙軌模式並非一次完成的替代式轉型，而是企業在成功與未達預期經驗之間，透過感知、協作與資源重組逐步形成之動態過程，並為面臨通路限縮與代工微利之傳統貿易商提供實務參考。

Traditional electronic component distributors have relied on information advantages, supplier allocations, inventory financing, and cross-border logistics. These advantages weakened as trade conflict, COVID-19, supply-chain restructuring, price transparency, and tighter manufacturer channel control changed industry transaction rules. This study examines how a resource-constrained Taiwanese distributor, referred to as Company A, responded through strategic agility and developed a dual-track business model that retained its B2B trading foundation while adding a B2C proprietary-brand business. A qualitative single-case design was adopted, using four semi-structured interviews, internal documents, external industry information, and operating data from 2024 onward. Findings show that strategic sensitivity, leadership unity, and resource fluidity interacted iteratively rather than sequentially. Small-scale market tests and operating data linked opportunity recognition, managerial agreement, and staged resource commitment. Company A expanded its value proposition from transactional trust to brand trust, its value creation from procurement and bulk logistics to product planning, digital marketing, customer service, and end-user delivery, and its value capture from low-margin trading spreads to higher-margin brand sales with greater pricing autonomy. B2B accounted for about 70%–80% of revenue with 1%–3% gross margins, while B2C accounted for about 20%–30% with 30%–40% gross margins. The case also reveals setbacks in physical-channel expansion, advertising efficiency, delivery, and after-sales operations, suggesting that reinvention may take the form of a dual-track configuration rather than full replacement of the legacy model.

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