在全球化的推波助瀾之下，許多國際企業也將其觸角伸入到國內的市場來尋找商機。從過去的網路時代到現在的雲端科技；從過去的軟、硬體到現在的資訊服務業，競爭與日俱增，而售後服務與顧客滿意度一直是資訊服務業多項評比中的一項重要指標。這也是國內經銷夥伴想要和國外原廠見賢思齊的一大領域。
然而，因為行銷策略、企業文化或是國內外競爭環境不同等因素，國外原廠也必須入境隨俗地仰賴國內的經銷夥伴才能使其經營目標與策略能順利達成。因此國外原廠如何與國內經銷夥伴維持既競爭又合作的默契，以及如何成就顧客之間的分寸拿捏，進而使其利潤極大化已是長久以來最重要的課題。
因此本研究針對國外原廠與顧客，國內經銷商夥伴與顧客，以及國外原廠與國內經銷商夥伴這三者之間的關係做一說明。然後利用相關的假設，來建立一套售後服務的競爭策略模型。在模型中，從顧客的角度，如何能夠透過國外原廠與國內經銷商夥伴的售後服務水準與服務價格，來達到顧客的最佳效益。
另外，由於國外原廠與國內經銷商夥伴各有其先天與後天的條件限制，導致其獲利方式不盡相同；因此，再透過國外原廠與國內經銷商夥伴的獲利方式加以分析，並利用賽局理論的概念加以研究，計算出對於國外原廠最有利與國內經銷商夥伴最有利的數據，找出對於國外原廠與國內經銷商夥伴的最佳獲利方式。以期能提供國外原廠與國內經銷商夥伴最適當之競爭策略。
根據本研究得知，當原廠提供較低的售後服務價格，且所提供售後服務越接近顧客理想的售後服務，顧客將可獲得較高的效益。然而，原廠的人力有限，所以在其單獨服務需求時，未必能夠產出最大的獲利。當原廠的服務成本愈高，其服務價格就會增加，原廠單獨服務需求比例會降低，利潤就會降低。而經銷商夥伴的服務成本愈低，其服務價格就會減少，顧客需求會增加，利潤就會增加。另外，透過本研究也可與實務互相印證，聯合服務的服務成本較單獨服務的成本具優勢，會影響到經銷商的利潤。價格比例常數的變化也會影響到原廠的利潤。

Under the waves of globalization, many international companies will stretch their tentacles into the domestic market to look for business opportunities. From the past Internet era to the present cloud technology as well as from the past hardware and software to the present information services industry, there is increasing competition. After-sales service and customer satisfaction has always been an important indicator of the appraisal of the information technology services industry. It is the important field where a local dealer tries hard in emulation of a global firm.
However, because of many factors such as marketing strategy, enterprise culture and domestic and international competitive environment, a global firm must rely on a local dealer in order to make business objectives and strategies successful. Therefore, it has been a great issue how a global firm maintains the tacit agreement of competition and cooperation with a local dealer and how a global firm achieves the goal of satisfying customers and making profits to the maximum.
This thesis intends to explore the relationships between a global firm and a local dealer, and create a set of competitive strategy models for after-sales service, assuming that customers are utility maximizes.
According to the findings of this thesis, the lower prices of after-sales service and the better services a global firm provides, the higher utility customers will gain. Nevertheless, without local dealers, a global firm can’t make the best profit due to limited capacity of man power. On the one hand, service prices increase when a global firm’s service cost increases. The profits decrease when the demand served solely by a global firm decreases. On the other hand, service prices decrease when a local dealer’s service cost decreases. The profits increase when the demand served by a local dealer increases. Furthermore, jointly serving demand is more beneficial to a global firm than solely serving demand.

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