現今企業面臨營收壓力與成本逐年遽增的挑戰，策略聯盟為企業經營開啟了達成外部成長的關鍵路徑。本研究以台灣人力資源服務業領導廠商A公司為個案研究對象，探討策略聯盟對增進企業營收的效用，並剖析其成功要素。
本研究採質性研究方法，主要透過對A公司內部4位員工及2位外部核心夥伴高階主管的半結構式深度訪談，以主題分析法歸納出八大成功構面。同時，本研究亦分析七家代表性聯盟夥伴2023至2024年度的營收數據，輔以衡量聯盟的財務貢獻。
研究發現，A公司的策略聯盟發展，始於滿足客戶需求與彌補產品功能不足的明確動機。資料與數據顯示此策略帶來顯著的成效，整體聯盟營收年增長達三成以上，其中與核心業務深度整合的business process management system類型夥伴貢獻了超過七成營收。質性分析則進一步指出，聯盟的成功建立在精準的夥伴選擇標準、完善的溝通與合作流程，並由高階主管支持作為關鍵推力。此外，聯盟的調整策略高度依賴績效指標衡量，展現出動態適應性。
本研究結果指出，策略聯盟成功增進營收的關鍵在於整合與平衡，不僅需要透過深度技術與業務流程整合創造價值，更需在龍頭企業的業績導向與中小企業夥伴的信任導向之間找到平衡點，建立可持續的互惠關係。本研究依據上述發現，提出相關管理意涵與未來研究之建議。

This study aims to explore the elements involved with the success of strategic alliance which contributes to the increase of company's revenue. It takes on the case study of Company A, a leading HR services company in Taiwan, to collect data through in-depth interviews with personnel from Company A and its partnership.
It is found that the strategic alliances enable Company A to fill gaps in its products and meet customer needs, yielding the growth of revenue over 30%. The partnership with Business Process Management (BPM) systems is deemed as the most successful one, which contributes to more than 70% of the revenue. The research findings indicate that the success of strategic alliance is contingent on getting the right partners, mutual trust and collaboration, and managerial support from organizations. Drawn on the findings, managerial implications and suggestions for future research are thus discussed.

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