受到電子商務蓬勃發展的影響，整體零售市場銷售成長疲弱，傳統零售業者愈來愈能感受到業績瓶頸所帶來的壓力。貢體零售業者如果想投入全通路經營，在導入新科技的過程、分析數據、掌握消費者行為、調整線下人員角色等，都將遭遇到嚴峻的挑戰。良興公司利用數據管理，打破原先傳統3C零售通路對顧客、商品、門市人員績效指標的看法，擺脫實體通路人流減少的困境並取得新的銷售成長動能，同時，對會員服務提供一套更有效率的方法。在全通路經營轉型的過程中，良興公司經營階層面對一連串決策兩難與挑戰；總經理於整合門市通路與電子商務的資源之後，如何拿捏虛賣通路的成本管控與資源配置、提升公司對會員線上到線下的精準行銷能耐，以及創造數據管理的關鍵價値等作法，都考驗著良興公司是否能順利地邁向數位轉型之路。

The flourish of e-commerce has weakened the overall growth of the retail market, and conventional retailers are feeling more pressure from performance bottlenecks. Physical retailers wanting to invest in omni-channel operations must face major challenges as they incorporate new technology, analyze data, grasp consumer behavior, and adjust the roles of offline personnel. Using data management, Liang Shing Eclife Corporation changed conventional views with regard to customers, products, and store personnel performance indexes in 3C retailing, addresses the issue of declining customers in brick-and-mortar stores, and gained new momentum for sales growth. At the same time, they developed a more efficient way of serving their members. While transforming to an omni-channel model, the management of Liang Shing Eclife Corporation encountered a series of dilemmas and challenges. After their president integrated the resources of their retail stores and e-commerce, their chance of success in digital transformation was determined by whether they could appropriately distribute resources and manage costs in their click and mortar channels, enhance their 020 marketing capabilities toward members, and create key values in data management.