對於品牌商的市場經營，就必須要先瞭解整個市場行銷通路架構、發展，藉由營運計畫與環境條件，找到屬於品牌商經營通路市場的最佳方式。而整體通路市場，因環境與科技的改變，加上手機網路普及化下，使消費者選購商品不再僅依賴傳統面對面的實體通路門市交易，也可以透過線上的虛擬購物平台來完成商品的購買，消費市場交易不再是單一途徑。這兩年市場受到疫情的肆虐，消費者可能因政策被迫居家辦公、學習，避免不必要的出門，故消費者就無法出門到實體門市選購所需商品，使實體通路門市的來客數降低，但相對在線上虛擬通路的銷售比重也變得越來越大，面對通路市場的變化，對於一個電腦的品牌商要如何經營市場，是本研究的起源。

本研究透過文獻質性分析法與半結構式訪談，針對電腦品牌商個案M公司，在台灣分公司所負責的筆記型電腦業務與代理商及零售商訪談做為資料蒐集研究。研究發現個案M公司在台灣是採取二階行銷架構，面對市場以線上虛擬通路為主的環境，個案M公司提出市場經營的行銷策略與行銷組合操作，透過產品、價格、促銷操作去管理市場，並強化線下實體通路的與線上虛擬通路的銷售占比平衡，避免因線上虛擬通路佔比過大，使品牌商的產品在市場營運只能以價格做為操作，提出個案M公司的3P+1P行銷組合理論，以落實品牌商的通路營運目標管理。

研究中提出個案M公司在同性質商品不同的區域，因市場環境不同，從線上虛擬通路與線下實體通路的比例與行銷組合的進行差異對照，提出對個案研究的看法與資訊整理比對，以驗證個案M公司如何達到營運成長的跨通路管理操作。

To understand how brand name companies manage their markets, one must understand the channel structure and development of the entire market, and how those companies identify the best way forward through business plans and market environments. As the market and technology evolve, and mobile phones and the Internet become increasingly accessible, consumers no longer rely on traditional face-to-face transactions of the physical channel; they also conduct the selection and purchase process through online virtual stories. The consumer market is not a single channel any more. The recent pandemic has further exacerbated the decrease of physical channel patronage because consumers are working and learning from home and minimizing unnecessary outdoor activities either out of policy restriction or personal fear. Instead, online virtual channels are seeing a significant surge in traffic and sales. Faced with such channel revolution, how a computer brand manages its market became the focus of this study.

Through documentary qualitative analysis and semi-structured interviews, this study collected data from agents and retailers of the laptop computer business of this Taiwan branch company. The study shows that Company M uses a two-tier marketing structure. In the online market of virtual channels, Company M focuses on marketing strategies and combinations, manages the market through products, prices and promotions; it also optimizes the sales ratio between physical and virtual channels to avoid becoming overly dependent on virtual channels so that pricing does not ultimately become the sole leverage. This study proposes Company M utilizes the 3P+1P marketing combination to achieve channel management.

This study shows that in different market segments of similar products, Company M uses different ratios of online virtual and offline physical channels and marketing mixes to accommodate the different market environments. Insights to this case study is proposed along with data evidence to verify the cross-market management strategy Company M employs to achieve sales growth.

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