本研究以台灣服飾電商龍頭美而快國際股份有限公司(United Recommend International Co., Ltd.)為研究對象，採單一個案研究法，整合資源基礎觀 (Resource-Based View)與動態能力理論(Dynamic Capabilities Theory)，建構 「機會-資源-能力」動態整合分析架構，系統性探討美而快十餘年間三個策略 轉型階段的演化歷程與轉型機制。研究資料來源包含與公司總經理王志仁之深度 訪談，以及歷年財務報告、公開說明書、媒體報導等次級資料。

研究發現，美而快歷經三個策略轉型階段:第一階段(2010–2015)以快時 尚女裝電商為定位，掌握廣告流量紅利，建立自主設計與敏捷供應鏈能力;第二 階段(2016–2021)識別網紅經濟崛起，以供應鏈平台能力為基礎，建立多品牌 孵化平台，累計孵化逾 30 個網紅品牌;第三階段(2022–至今)回應疫後實體 零售復甦，以 280 萬會員數據資產為基礎於 2022 年跨足實體門市，並於 2024 年推出橫跨線上電商與線下複合式門市的 URLIVING 品牌，推動線上線下通路 整合。

本研究歸納出三項核心發現:第一，美而快三個轉型階段均展現持續追逐並 轉化流量來源的動態調適能力，構成其跨越十餘年仍保持成長的競爭優勢;第二， 每一階段所培養的資源與能力系統性地成為下一階段的轉型基礎，跨階段的資源
積累連續性是轉型成功的關鍵條件;第三，美而快對外雖以「全通路」與「OMO」 定位其 UR LIVING 通路策略，且線上線下雙向導流已展現具體成效，惟依學術 判準逐項檢視，現階段僅達成部分全通路，OMO 亦僅具備基礎串聯能力，感測 器與人工智慧尚未導入，仍有持續深化的空間。

本研究在學術上提供網紅經濟品牌孵化模式的策略管理視角，並豐富全通路 與 OMO 轉型的台灣在地實證研究;在實務上，為面臨相似轉型挑戰的台灣原 生電商企業，提供具參考價值的轉型策略及路徑。

This study examines United Recommend International Co., Ltd. (hereafter referred to as "United Recommend"), Taiwan's leading fashion e-commerce company, using a single-case study approach. Drawing on the Resource-Based View (RBV) and Dynamic Capabilities Theory, the study develops an " Opportunity-Resource- Capability (ORC)" analytical framework to investigate United Recommend’s strategic transformation over more than a decade, in three phases. Primary data were collected through an in-depth interview with the company's General Manager, Chih-Jen Wang, and supplemented by secondary data, including annual financial reports, prospectuses, and media coverage.

The findings reveal that United Recommend underwent three strategic transformation phases. In Phase One (2010–2015), the company positioned itself as a fast-fashion e-commerce brand, capitalizing on the early digital advertising boom and developing proprietary design capabilities and an agile supply chain. In Phase Two (2016–2021), recognizing the rise of the influencer economy, the company leveraged its supply chain platform to establish a multi-brand incubation platform, cumulatively launching more than 30 influencer-driven brands. In Phase Three (2022–present), responding to the post-pandemic recovery of offline retail consumption, the company drew on its data assets from 2.8 million members to enter physical retail in 2022, and in 2024 launched UR LIVING, a brand spanning online e-commerce and offline experiential stores, advancing its online-offline channel integration.

Three core findings are identified. First, across all three transformation phases, United Recommend consistently pursued and converted emerging traffic sources, constituting the fundamental competitive advantage that has sustained its growth for more than a decade. Second, the resources and capabilities cultivated in each phase systematically became the foundation for the subsequent transformation, highlighting that sustained resource accumulation across phases is critical to successful strategic transformation. Third, United Recommend positions its UR LIVING brand strategy as "omnichannel" and "OMO," and has demonstrated concrete results in online-offline traffic conversion. However, when evaluated against established academic criteria, the company is found to have achieved only partial omnichannel integration. Its OMO capabilities likewise remain limited to basic-level data integration: sensor technology and artificial intelligence have yet to be deployed, leaving room for further development.

Academically, this study offers a strategic management perspective on influencer economy brand incubation models and enriches the empirical literature on omnichannel and OMO transformation in the Taiwan context. Practically, it provides actionable transformation strategies and pathways for Taiwan-based native e-commerce enterprises facing similar strategic challenges.

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