本研究以萊雅開架事業部在台灣市場的全通路營運作為研究對象，探討在全通路策略下，品牌如何在電商與實體通路間平衡發展，同時因應價格衝突、促銷撞期與內部組織協調問題。隨著消費者購物行為日益數位化，線上線下界線趨於模糊，品牌必須整合不同通路的價格策略、行銷活動及庫存管理，避免內耗與顧客體驗斷裂。
　　本研究透過深度訪談萊雅開架部門內部的關鍵客戶經理( Key Account，後續簡稱KA)、通路行銷(Trade Marketing，後續簡稱TM)、產品行銷(Product Management，後續簡稱PM) 等相關職能，輔以次級資料分析，歸納出影響全通路運作的三大衝突類型：價格衝突、促銷撞期與組織內部KPI分歧。同時，本研究從部門職能差異、品類特性與通路屬性三個角度，剖析各部門在資源分配與策略執行上的拉扯，並指出髮品、保養品與彩妝在價格敏感度與促銷操作上存在明顯差異。
　　此外，針對主要藥妝通路（屈臣氏、康是美、寶雅）與量販體系（大全聯、Costco）進行概略介紹與通路操作分析，指出量販通路為目前萊雅開架事業部的重點拓展方向，惟仍處於積極布局與品項擴充階段。OMO體驗方面，除透過線上抽線下折價券的形式銜接，也逐步探索線上導流線下體驗、會員資料串聯等多元模式。
　　本研究最後整理出品牌在多通路環境下的資源分配策略，包括：差異化庫存單位（Stock Keeping Unit，簡稱SKU）佈局、促銷節奏錯開、內部協調機制建置等，期望為未來全通路營運下的品牌管理提供參考方向與實務建議。

　　This study takes L'Oréal’s Consumer Products Division in the Taiwanese market as the research subject, exploring how brands balance their development between e-commerce and physical channels under an Omnichannel strategy, while addressing issues such as price conflicts, promotional scheduling overlaps, and internal organizational coordination. As consumer shopping behavior becomes increasingly digital, the boundaries between online and offline channels blur. Brands must integrate pricing strategies, marketing activities, and inventory management across different channels to avoid internal conflicts and disruptions in customer experience.
　　Through in-depth interviews with relevant personnel within L'Oréal’s Consumer Products Division—including Key Account, Trade Marketing, and Product Management functions—and supplemented by secondary data analysis, this study summarizes three major types of conflicts affecting omnichannel operations: price conflicts, promotional schedule overlaps, and internal KPI discrepancies. Additionally, the study analyzes the tensions in resource allocation and strategy execution from three perspectives: departmental functional differences, category characteristics, and channel attributes, highlighting significant differences in price sensitivity and promotional strategies among hair care, skincare, and makeup products.
　　Furthermore, the study provides an overview and operational analysis of key drugstore channels (Watsons, Cosmed, POYA) and hypermarket systems (PX Mart, Costco). It notes that hypermarkets are currently a key expansion area for L'Oréal’s Consumer Products Division, though still in an active deployment and product expansion phase. Regarding OMO experiences, the brand has utilized approaches such as online draws for offline coupons, and is gradually exploring diverse models like online-to-offline customer experiences and membership data integration.
　　Finally, this study identifies strategies for resource allocation in a multi-channel environment, including differentiated SKU layouts, staggered promotional scheduling, and the establishment of internal coordination mechanisms. These strategies aim to offer practical guidance and reference directions for future brand management under omnichannel operations.

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