近年來一些以代工(OEM, ODM)業務爲主的我國科技公司，開始朝自有品牌(OBM)的道路發展。然而，這方面的運作，對我國大多數的廠商來說，都是比較陌生的。從先前的文獻中可知，行銷通路的建立是發展自有品牌時非常關鍵的成功因素，儘管如此，有關廠商如何從零開始建立行銷通路方面的研究卻仍是非常少。此外，近年來逐漸有一些學者開始從「能力」的角度來探討行銷的運作。因此，本論文研究嘗試探討企業建構行銷通路的歷程，並特別從動態能力與組織學習的觀點來加以分析。本研究選擇國內廠商中非常積極發展自有品牌的明基電通公司(BenQ)，做爲主要的研究對象。本研究所得到的主要初步發現包括：(1)建構新行銷通路的歷程中，行銷部門的組織重新設計扮演了前置作業上的關鍵角色；(2)若自有品牌產品線與其過去代工產品線越有所關連，且越能運用之前的一些資產與能力，則建構行銷通路的歷程越容易進行且通路表現越佳；(3)轉型與建構新通路的歷程中，需要進行雙迴圈學習與發展知識交流及蓄積的平台。

Many Taiwanese industrial firms adopt OEM or ODM as the major type of business model and gain competitiveness mainly via production process improvement. These companies face tremendous pressure, however, as the firms from the underdeveloped countries, particularly China, boom and possess cost advantages. Some of these Taiwanese companies try to transform themselves by creating their own brands. However, the ways of OBM operations seem to be unfamiliar to most of the Taiwanese firms. According to the literature, building marketing channels appear to be one of the most important actions to harvest the benefits of OBM. Nevertheless, how to build marketing channels from scratch remains problematic to both the industry and academia. Furthermore, some researchers have recently started to investigate marketing from the angle of "capabilities". Thus, the study attempts to explore the marketing channel building process, especially from the perspectives of dynamic capabilities and organizational learning, and select BenQ Corporation as the major research subject for the case study.