Distribution rights were apt at any time to be taken back by the manufacturer, or big customers would jump over the distributor and hook up directly with the manufacturer. Ultimately, Tu decided not to "knuckle under" to the big international brands, and reoriented Synnex from being a mere distributor, dependent on the whims of others, to being a multi-brand, multi-product, open and autonomous "marketing channel."
用「奶媽抱兒子」──代理權動不動就被原廠收回，或是大客戶跳過代理商直接與原廠接上線──形容當年掙扎的杜書伍，最後終於決定不再「屈從」於國際強勢品牌的箝制，而把聯強的定位從仰人鼻息的「代理商」，轉為多品牌、多產品、更開闊自主的「通路商」。