無論是經濟繁榮時期還是衰退時期，專案外包方式都已成爲關係企業生存和發展的重要經營管理手段。而隨著委外服務的領域和範圍越來越大，在過去文獻中，關於行銷服務的委外則鮮有提及。個案J公司接受委託，負責建立在通路服務的經營團隊，即是M公司的外包單位。
本研究主要在從交易成本理論(Transaction Cost Theory)，與資源基礎觀點(Resource-Based View)，來看個案公司如何在一開始得以接受委託，負責組建其通路服務團隊之業務；而後再從資源依賴理論(Resource Dependence Theories)，來解析個案公司在通路服務發展的過程，目的是探討在此觀點下對外部環境與組織發展之交互影響，進而找出通路經營的關鍵模式，以利台灣類似中小企業作為通路服務經營布局與變革轉進之參考。
經本個案研究分析後發現：組織在擴張選才過程易受到外部環境左右；且組織致力在提高外部環境對其服務之滿意度；卻無法帶來業績的保證成長。外部環境會藉由反應市場的需求變化，而影響了組織的「功能性重組」；而組織也藉由改組的過程，重新定義對於外部「需求的控制」。組織對於外部環境滿意度之追求，無形中強化了「服務過度供給」的現象，進而增加了外部環境對組織的依賴。這樣的依賴，會弱化其銷售實力，外部環境也就逐漸失去在通路市場的影響力。
本研究得到結論重點在於一、經理人的「象徵性角色」是由「作為」而非「地位」決定；二、當外部環境的變化會對組織產生重要的影響力時，組織會喪失在變革時的主導性；三、被服務對象的「主要價值」要能先被滿足，提供服務的「附加價值」才能發揮決定性的關鍵作用。而本篇論文之研究貢獻著重在:一、組織的發展在未來思考的方向，不是如何降低組織對於環境的依賴，而是如何保有組織能夠快速適應變化的彈性；二、服務的專業化、服務人員的解決問題能力與服務設計，是未來提高服務品質、避免服務過度供給現象的重要關鍵。

The business process outsourcing has become a very important option of business practice, As the categories and ranges of outsourcing business are getting bigger and broader, it is imperative that more studies are demanded in order to understand the key factors of affecting the success of business process outsourcing.
Agency J is a company in charge of an outsourcing team for a mobile manufacturing company M in Taiwan. The study reviews two points of view of transaction cost theory and resource-based view to analyze how Agency J started to run the business to establish an outsourcing team to conduct marketing service. This case study adopted resource dependence theory to explain how Agency J was influenced by both inside the revolution of organization and outside the environmental changes. The objective of the study is to identify the key factors of influencing the outsourced marketing services based on the case study of Agency J, which could be referenced by other companies in dealing with the situations similar to what Agency J encountered.
The key findings of the study are specified as follows: (1). The environment atmosphere has the way and power to affect the development of an organization; (2). The satisfaction of dealers cannot promise the sales growth; (3). The market changes too fast for an organization to re-organize the company to maintain its competency from the prior success, which could also affect the way of fulfilling the needs from the dealers; (4). The service-oversupply occurs with the pursuing the satisfaction of service after re-organization, and it increases the dependence of dealers to the resources;(5). By the dependency, it weakens dealers’ abilities in both sales and bargaining power with players of distribution channels.
We draw the conclusions of this study and summarize them as follows: Managers’ symbolic position is dedicated by what they do instead of what they stand for; the company will lose its dominant position while facing the rapid change of markets. The added-value will play the key role of the determination only if the main- stream of value has been perceived.
Finally, the key contributions of the study are (1). To whom may concern about the development of organization should focus on keeping the flexibility of organization to deal with the rapid change of the markets, instead of reducing the dependency of the outside/inside resources; (2). Specialized services, trouble shooting skills and service-design abilities will be the key elements of service quality enhancement to avoid the consequence of service oversupply.

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