近年來大陸市場成為全球矚目的市場尤其是大陸內銷市場，但是大陸地域遼闊，很多廠商盲目投入最終鎩羽而歸的不計其數 , 留下的仍在紅海裏廝殺， 然而每家廠商都希望錢能用在刀口上，但刀口在哪里呢？
本次研究第一部分試圖解開直營體系與經銷體系要如何分工及利潤分配；第二部分通過交叉分析方法分析影響直營體系與經銷體系員工績效的因素（教育訓練、薪資因素）並且找到他們在認知上的差異，建議改革方向使其行動一致化、利益最大化。
本次研究以2009年桂冠公司（直營體系）之全職工作人員218人為樣本；2009年杭州邦城（外省經銷商）之全職工作人員25人為樣本。
本次研究可提供人力資源角色與績效如何掛鈎，使投入產出更明確清晰最終能戰勝競爭者取得市場。

In recent years, the market of mainland China has already become the most eye-catching one around the world, especially its domestic market. However, since the land of mainland China is so very vast and extensive a great many manufacturers have, at the end, failed to plough in fortune for them as they blindly place investments into the land. What is left are those who are still fiercely making close and brutal fight ion the red sea. Nonetheless, each and every manufacturer would have hoped that they have spent their money on the exactly right spot, but where is such a spot?
The first part of this study would attempt to unveil how direct business system and distribution system should conduct division of labor as well profit sharing; in the second part, it would conduct cross analysis so as to analyze factors that affect employee performance within direct business system and distribution system (educational training, and salary factor). Then, it can discover the cognitive difference among them, and recommend the approach of reform to render their action consistent and profit optimized.
This study has taken the entirety of 218 employees of Laurel Enterprise Corporation (direct business system) in 2009 as samples, while the entirety of 25 employees of Bang Cheng (distributor of other province) in Hangzhou City as samples.
This study can offer how the role-play and performance of human power can be linked so as to render input and output more clear and definite, so that it can, ultimately, overcome and prevail over competitors and win over the market share.

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