創業往往是從發現、把握和利用某個或某些商業機會開始的,因此,識別創 業機會是創業成功最重要的第一步。本研究希望藉由找出中國大陸不同創業環境 對創業機會的影響,藉以促進創業家對創業機會的把握,如此才能增加創業成功 率並提高地區經濟活力。 本研究先對有關創業環境和創業機會的國內外理論進行研究,通過比較分析 GEM 的環境影響因素模型、Gnyawali & Fogel 的五維度模型以及蔡敦浩和方世杰 的總體環境因素模型,再結合中國國情,發展出「六因素分析框架」來研究創業 環境對創業動機的影響。其中,六因素分別是政策和法律環境、經濟環境、人才 教育環境、文化環境、金融支持環境和其他服務支持環境。 本研究採取深入訪談法,訪談對象選取為中國大陸三個最具典型的創業環 境——北京、溫州和烏魯木齊的四個新創公司。從六個因素出發,本研究將結合 北京、溫州和烏魯木齊四個個案,探究不同的創業環境對識別創業機會的產生、 性質、識別、及其發展的影響。 研究結果有三個主要發現:人才教育好的人才教育環境對創業機會的識別有 促進作用;創業文化濃厚的環境對創業機會的識別過程有促進作用;金融支持充 足的環境有助於創業家識別並發展創業機會。

台灣科技公司以代工為主，隨著代工的毛利逐漸降低，如何進行轉型是每個企業都想瞭解的，但往往會面臨到一個關鍵的問題：什麼才是好的創業機會?要如何辨識機會?如何在複雜變動的環境中發掘、辨識出創業機會(Entrepreneurial Opportunities)的本質。 為此本研究試圖回答以下三個問題： 1. 本文將會進行個案公司在創業機會辨識整體過程的探討，公司在轉型中，影響機會辨識的來源有哪些？如何才能擴大機會辨識的廣度？ 2. 公司在整體創業的過程中，機會辨識的標準是否相同？ 3. 機會選擇間是否會互相影響？如何藉由機會辨識的結果回饋到未來的產品規劃？ 為了回答上述三個問題，本研究將先探討個案公司如何發現轉型的契機，以及在此時期辨識出的機會特徵有哪些，建立了什麼能耐，再探討龍彩科技機會評價過程，最後觀察龍彩科技從機會評價中獲得哪些回饋，以及其對日後產品規劃的影響。最後，本研究提出以下結論： 1. 跨領域的嘗試，有助於思考許多化阻力為助力的商業模式，進而增加機會辨識的廣度。 2. 創業警覺性除了會影響創業者對於機會的辨識程度，也會發展出獨特的商業模型思考。 3. 隨著創業階段的不同，對於機會特徵的認知有所不同，在重要性上也會有所差異。 4. 機會之間並非獨立存在，而會互相影響，所以不能單看個別機會的評價作選擇。

Peter F. Drucker在1985年提出「創業型經濟體系」概念，認為創新與創業精神應是今日組織、經濟及社會賴以存續的主要活動，此外根據中小企業處統計：台灣每年約有10萬家新成立的企業，而且中小企業佔台灣所有廠商數目比例達96％以上，因此中小企業一直是台灣經濟成長的重要支柱，本研究希望能透過瞭解新創事業之資源演變情形，得到一些對創業家有幫助的建議。 本研究以數位學習產業之新創事業為研究對象，個案公司有勝典科技、旭聯科技、天下趨勢、育□數位科技，研究上將新創事業之發展分成三階段，分別觀察個案公司在各階段之資源演變情形。本研究之研究發現如下： 1. 領導者的背景會影響其所看到的機會。 2. 新創事業第一、二階段之行為模式主要是不斷針對市場機會進行動態調整，努力抓住機會，因此在資源運用上較發散。 3. 新創事業在第三階段之資源運用上大都採用集中強化策略。 4. 新創事業在第三階段會因為之前所累積之資源狀況而影響其機會選擇。 5. 數位學習產業中新創事業最需要獲取的關鍵資源前幾名分別為「合作網絡」、「銷售人才」、「整合性人才」、「流程標準化」、「顧客開發能力」，這些都屬於無形資產或能力。 6. 數位學習產業中新創事業最需要獲取的關鍵資源很難取得，部分關鍵資源至今仍非常缺乏。 7. 數位學習產業中新創事業會與顧客共同演化。 8. 數位學習產業中顧客的固著性很高。 9. 數位學習產業中新創事業在第三階段時與主要合作伙伴間會有共同演化現象。 10. 雖然廠商選擇專注於平台領域之思考重點為以標準品方式銷售，但實際上平台產品客製化程度很高。 11. 在數位學習產業的專案中，平台業者常常是各內容提供廠商的統合者。 12. 數位學習產業廠商正逐步脫離「鴻溝」階段。 / In 1985, Peter F. Drucker brought up the concept of entrepreneurial economic system. He thought the entrepreneurial spirit is the inevitable essence of social and economic activities today. According to the statistic from the government, there are about 100,000 new venture established in Taiwan every year, and the proportion of small and medium enterprises to total companies is over 96%. Therefore, small and medium enterprises are always the essential strength of economic growing in Taiwan. This research hopes to provide some useful suggestions to entrepreneur by observing the resources evolvement in new ventures. The research observed four companies in e-learning industry. We divide the new venture developing duration into three periods. After researching, we had those discoveries as below. 1.When the leader discovers or judges the opportunity, his background is an importance influencing factor. 2.In the first or second period, the main acting mode is adjusting and trying to catch market opportunities, so the resources using in new venture are more diverse and dynamic. 3.In the third period, most new ventures use the focus strategy. 4.In the third period, new ventures’ opportunities choosing would be influenced by resources which they accumulate before. 5.In the e-learning industry, the key resources are “networking”, “sales talent”, “integrating talent”, “operation standard process making”, and “customer exploiting”. Most of them belong to intangible assets. 6.In the e-learning industry, it is hard to get for those key resources, and some of them are still lacking until now. 7.In the e-learning industry, new venture and his customer are evolving together. 8.In the e-learning industry, the customers are seldom to change their cooperating companies. 9.In the e-learning industry, new venture and his core cooperating corporate would evolve together in the third period. 10.Even thought the portico companies want to make their production standardization, the customer-designed degree in portico production is very huge. 11.In the e-learning industry, the portico company in projection often plays a resource integrating role. 12.The companies in e-learning industry are leaving the “huge gap” step by step.

城邦出版集團執行長何飛鵬說：「創業就是一個人的變身過程，從貧窮到富有，從平凡到成功，從能力不足到能力完備。每一個階段創業者都在向前、向上推升自己的人生境界，不斷測試自己人生的極端值。」 許多創業者嚮往自由彈性的工作環境，於是結合熱情與專業所長，稟持著「人生有夢，逐夢踏實」的信念，開始選擇創業這條路，勇於實現夢想。「吳寶春麥方店」創辦人為吳寶春先生，他在2010年奪得世界麵包冠軍後，為了向自己不斷挑戰，隨後獨自創立「吳寶春麥方店」，對於未來充滿企圖心的他，想要把麵包店格局做大，當成企業來永續經營，因此自己不斷地延伸閱讀、學習吸收經營管理知識，並向各方前輩請益，朝著「國際企業家」的目標繼行。 經濟部中小企業處2013年9月26日發表「2013中小企業白皮書」，資料顯示2012年台灣中小企業家數比前一年成長2.11%，續創歷史新高，佔全體企業高達9成7，獨資經營佔比超過5成6。近年，在政府鼓勵「創業創造就業」的政策利多之下，許多創業家勇於開創新業，各中小企業零散分據市場各產業、各領域、各角落，各有專精、擁有其特色產品、客群與形象，主要特徵有二：小規模、低資產，皆面臨著「資本額小、體質弱、力量分散」困境。 多數中小企業因為規模不大，在面對變動快速的環境，能夠保有靈活應變能力；唯因資產不足之原因，讓多數中小企業往往面臨資源短缺，因資金周轉不靈，而走上失敗或倒閉之途。普遍說來，中小型企業因為規模、產值與創業背景的不同，創業者在充滿障礙的創業過程中，每一步皆是生死存亡的關鍵，亦沒有想像中容易。 在創業過程中，創業者面臨機會的決策過程，如何因應創業活動運用既有資源，或尋求所需資源，都是欲踏入中小型企業創業市場的創業者在乎的關鍵點。另，即便是小規模的企業，只要有能力辨識機會，依然有能力創造或發掘新市場，創造新價值。 「創業者」是創業過程中最重要的關鍵元素，由創業者所引發的創業活動最為重要，可能是「創業者與機會」、「創業者與資源」或「機會與資源」，因當時所處環境因素的改變，產生對創業活動不同程度的影響。本研究藉由創業精神、動機、機會、資源、能力等創業要素以及創業模式之文獻探討，用以分析「吳寶春麥方店」之成功創業要素與成功創業模式之關聯。 / Cite Media Holding Group CEO Mr Fei-Peng Ho once said: “Entrepreneurship is the transformation of an individual from poor to wealthy; from the average Joe to the extraordinary, and from the inexperienced amateur to full capable professional. The entrepreneur steps forward with every stage of their business, continuously challenging themselves to the vertical limits in life and pushing themselves into the realm of personal success” Entrepreneurs look forward to a career with freedoms and flexibilities, directed by a combination of motivating passion and the self-belief of “Live life to the fullest. Chase to dreams to reality”. To choose the road of entrepreneurship is to bravely chase the dream of self-created success. After winning the 2010 World Baker championship, Mr. Wu Pao Chun founded The “Wu Pao Chun Bakery Chain” with the ambitious plan to dominate the bakery industry. Mr. Wu was a motivated learner in business operation management. Mr. Wu built the foundations of his business knowledge from a variety of sources i.e. studying books on business management, adapting from real-life experiences and listening trusted mentors. Determined to become a successful entrepreneur, Mr. Wu transformed small stores into corporate level bakery chains through sustainable management. In September 26, 2013, the Taiwan Ministry of Economic Affairs publicized the“ 2013 Official White Paper on SMEs in Taiwan”. According to the document, SMEs in Taiwan grew by 2.11% from 2011-2012. It was a record high, accounting for up to 70% of all enterprises. Among the sample, 83% of these enterprises were privately owned and/or operated. In recent years, the Taiwan Government has encouraged a policy focus on “Entrepreneurships to create Jobs”. With government support, many entrepreneurs have started businesses across the nation, creating unique products, identifying new customers, and creating company images across diverse range of industries. Since the majority of these entrepreneurs are small-scale and low capital ventures, capital shortage and lack of competiveness was a common problem. Small scale operations allowed entrepreneurs to adapt quickly to changing business environments but the lack of capital funding and resources shortage caused many entrepreneurs to fail. Weak cash flow was the ultimate cause of closure in businesses. Even with a small scale operation, the ability to identify opportunities is critical in developing and sensing new markets and ultimately, generating value. The entrepreneur themselves are the key contribution to the success of their businesses. To becoming an entrepreneur is no easy task, in fact, very challenging. Entrepreneurs face challenging decisions throughout every stage of their business. Every entrepreneur has their own scale of operation, capital funding and knowledge background. Every decision the entrepreneur makes is critical for the survival of their business. Successful allocation of existing resources and/or finding new resources through business operations is the key to success which all entrepreneurs strive for in the SMEs sector. The most important factors influencing a successful start-up business are the combination of keen-eyed entrepreneur, new opportunities in businesses, and adequate resources. My study in entrepreneurship focuses on personal drive/motivation of the entrepreneur, identifying key business opportunities, allocation of resources and the compatibility of these three factors as the basic elements in a successful business model and analyst how these elements contributed to Wu Pao Chun Bakery’s entrepreneurial success and the overall success of Mr. Wu’s business model.

本研究是針對原產業成長期創業差異化階段的探索性研究。原產業成長期創業可定義為：創業者或團隊離開原來的事業後，在原產業的成長期，獨立創立了一個新事業。例如，華碩、雅姿舞蹈社（亞力山大的前身）都屬於原產業成長期創業。 由於創業開始後，新事業要做出產品，然後才能產生後續績效，因此依照時間軸可以將創業理論分解為：初始因素→新產品→創業績效。現有創業理論對原產業成長期創業現象並沒有提供完整的解答，但已得出的部份結果可以引導我們對此現象進一步聚焦。第一，新事業策略層次的研究已發現，新事業產品的差異性和稀少性顯著影響新事業績效。由於上述因果關係的後段已解決，因此指導我們探索前段的問題：什麼初始因素產生差異性產品？即應該聚焦到產品差異化階段研究。第二，過去創業者層次的研究已發現，以相同產業「工作年數」代替的「產業特殊經驗」顯著影響創業績效的高低。因為經驗是實務的知識，因此這類研究結果顯示知識是一項初始因素，值得進一步研究創業者的初始知識。第三，奧地利經濟學者和一些創業學者指出，創業機會是影響創業成敗的一項初始因素，但迄今沒有學者清楚地描述出創業機會的樣子和它對績效的影響。這些文獻顯示應進一步探索初始創業機會和它對產品差異化的影響。文獻已顯示創業者知識和創業機會是解釋產品差異化的初始因素，但二者下層的因素仍未充分揭露出來。由於過去的創業研究沒有聚焦在差異化階段，仍存在許多未解開的問題，因此本研究聚焦在原產業成長期創業的主要產品差異化階段進行研究。 對於本研究聚焦的現象，本研究問題為：在原產業成長期創業的差異化階段，哪些知識和機會構念下層的因素透過差異化過程產生產品屬性與競爭優勢？本研究的目的為：經由對此現象進行深入的探索，揭露出影響產品差異化的知識與機會的深層原因，建立整合知識與機會解釋產品差異化及利潤的理論。 本研究採用Eisenhardt(1989)描述的探索性個案研究方法，從個案研究建立理論。本研究針對原產業成長期創業現象，聚焦在主要產品差異化過程。總分析單位是在主要產品線層次。本研究接觸到3家原產業成長期創業廠商，取得了3個成功個案和1個失敗個案資料。資料收集包含訪問二位以上創業團隊成員、競爭廠商中的管理者和收集產業次級資料。 本研究經由分析四個個案的主要產品線資料，得出以下命題與發現。 命題一：產品有價值的差異程度愈大、產品稀少程度愈大、產品需求強度愈大，則產品競爭優勢程度愈大。 命題Ⅱ：若創業者的產業內通用知識強度小，則有產品競爭劣勢。 本研究發現，原產業成長期的創業機會為產業環境中存在的一種情境結構，本研究定義並命名為「創業機會結構」，它由以下項目構成：(1) 存在上游差異性新要素；(2) 存在下游市場需求；(3) 存在有利的競爭情勢，包含(a)既有競爭廠商數量小，(b)既有競爭廠商利用程度小，(c)潛在競爭廠商延遲行動；(4)存在功能互補廠商。 創業者知識與創業機會對於產品差異化的影響關係如下： 命題二：在創業者的產業內通用知識強度大的條件下，若創業者有異質的知識，或產業環境中存在創業機會，或二者都存在，則新事業可推出差異性與稀少性的產品。 命題二A：在創業者的產業內通用知識強度大的條件下，若創業者僅有產業內通用知識，且產業環境中存在創業機會，則新事業可推出差異性與稀少性的產品。 命題二B：在創業者的產業內通用知識強度大的條件下，若創業者僅有產業內通用知識，且產業環境中不存在創業機會，則新事業不能推出差異性與稀少性的產品。 命題二C：在創業者的產業內通用知識強度大的條件下，若創業者有異質知識，且產業環境中存在創業機會，則新事業可推出差異性與稀少性產品。 命題二D：在創業者的產業內通用知識強度大的條件下，若創業者有異質知識，且產業環境中不存在創業機會，則新事業可推出差異性與稀少性產品。 創業者異質知識屬性對產品屬性的影響關係如下： 命題三A：異質知識有價值的差異程度愈大，則產品有價值的差異程度愈大。 命題三B：異質知識稀少程度愈大，則產品稀少程度愈大。 命題三C：異質知識難以模仿程度，正向調節產品競爭優勢程度與產品利潤間的正向關係。 命題三：創業者知識的有利程度愈大，則產品利潤愈大。 創業機會結構中各項目的屬性程度對產品屬性的影響關係如下： 命題四A：要素有價值的差異程度愈大，則產品有價值的差異程度愈大。 命題四B：整體市場需求強度愈大，則產品需求強度愈大。 命題四Ca：既有競爭者的數量愈小，則產品稀少程度愈大。 命題四Cb：既有競爭者資源利用程度負向調節，整體市場需求強度與產品需求強度的正向關係。 命題四Cc：潛在競爭者行動延遲程度，正向調節產品競爭優勢程度與產品利潤的正向關係。 命題四：創業機會結構的有利程度愈大，則產品利潤愈大。 本研究對創業理論的貢獻包含以下幾方面。主要貢獻包含：第一，建立了整合理論。本研究在原產業成長期創業情境對交集現象，建立了以創業者知識、創業機會解釋產品差異化與利潤的整合理論。本研究針對創業最核心的差異化階段，建立了整合理論，使創業理論有了核心。第二，發現了創業機會結構。本研究經由探索發現了創業機會結構，描述出了創業機會的樣子，並分析清楚了構成它的項目對差異化相關的產品屬性和競爭優勢的影響。第三，橋接了創業與策略，引導二個領域的學者對話。本研究運用策略理論觀引導分析資料與建立理論的過程，因此本研究橋接了創業與策略，引導二個領域的學者對話。次要貢獻包含：第一，釐清了產品層次的構念和構面。第二，本研究以資源基礎觀引導，釐清了創業者知識下層的概念，並分析清楚了它們對產品屬性和競爭優勢的影響。 本研究建立的理論有實務含義，可以使產業成長期的潛在創業者（既有企業管理者）的策略思考更有效，因此對企業實務界人士有價值。概括而言，本研究對實務人士的啟示如下：(1)創業者擁有夠強的產業內經營知識是能夠創業成功的基本條件；(2)在產業內通用知識強的條件下，若創業者有異質知識或外部存在創業機會能使差異化成功，因此值得投入創業；若創業沒有異質知識及外部不存在創業機會，則創業者不應投入創業(3)本研究提出的創業機會結構，可以協助潛在創業者在創業決策階段辯認是否存在創業機會，避免創業時沒有機會或利用的不是創業機會。 / Starting new businesses in the growth stage of an industry is a special type of entrepreneurship as identified in this study. The same industry-growth stage entrepreneurship is defined as the following: after an entrepreneur (or entrepreneurial team) leaves a prior business, he/she then founds a new venture in the same industry which his prior work is in and is in the growth stage. The cases of ASUS(?) and Alexander are examples. The life of a start-up, as depicted by entrepreneurial studies, can be decomposed as: initial factors→product→performance. Current entrepreneurship studies have offered some answers to this phenomenon. First, studies have shown that a product’s extent of differentiation and rarity can predict performance. These findings prompt us to explore the question of which initial factors producing differentiated products (i.e., focusing on the product differentiation stage). Second, previous studies have found that an entrepreneur’s industry experience or industry-specific experience (using the years of work as a proxy) significantly affects performance. Because experience is a kind of knowledge, these results point out that knowledge can be regarded as an initial factor and thus it highlights the importance of exploring an entrepreneur’s knowledge. Third, Austrian economists point out that entrepreneurial opportunity is an initial factor and it influences entrepreneurial success. Up to now no studies illustrates the shape of entrepreneurial opportunities and explain how it influences entrepreneurial performance. Thus further exploration of entrepreneurial opportunities and how they affect product differentiation is needed. Although we already known an entrepreneur’s knowledge and entrepreneurial opportunity are major initial factors, we have no knowledge of lower level factors. Because the researches have not focused on the product differentiation stage, this research will concentrate on the product differentiation stage. The research question of the study is: in the differentiation stage of the same industry-growth stage start-ups, what lower level factors of knowledge and opportunity produce product competitive advantages? The objective of the research is: by identifying the lower factors, entrepreneurs’ knowledge and opportunities can be integrated into theories of entrepreneurship to explain product differentiation and profits. This research adopted the exploring theory building case study proposed by Eisenhardt (1989). The level of analysis was the main product line of a start-up. The data of three firms, in the form of 3 successful cases and 1 failed case, were collected. In addition to secondary data, at least two executives, either were founding team members or high-level managers, were interviewed for gathering the primary data. Through data analysis enable us to offer the following propositions: Proposition 1: The higher the levels of the value of product differentiation, product rarity and product demand intensity, the higher the product competitive advantage. Proposition Ⅱ: The lower the level of an entrepreneur’s industry-specific knowledge, the lower the product competitive advantage. We discovered that entrepreneurial opportunity is a specific situational structure in an industry. We termed it ‘entrepreneurial opportunity structure’. It is composed of four items: (1) the existence of upstream differentiated and new factors; (2) the existence of downstream market demands; (3) the existence of favorable competitive situation, including few competitors, less extent of action by competitors, late actions by competitors and more availability of complementary firms. Relationships among entrepreneurs’ knowledge, entrepreneurial opportunity, and product differentiation are indicated below. Proposition 2: When an entrepreneur has a high level of industry-specific knowledge, higher level of heterogeneous knowledge or the existence of an entrepreneurial opportunity (or both) makes it possible to launch a differentiated and rare product. Proposition 2A: When an entrepreneur has a high level of industry-specific knowledge, industry-specific knowledge, coupled with the existence of an entrepreneurial opportunity, makes it possible to launch a differentiated and rare product. Proposition 2B: When an entrepreneur has a high level of industry-specific knowledge, industry-specific knowledge, coupled with the non-existence of an entrepreneurial opportunity, makes it impossible to launch a differentiated and rare product. Proposition 2C: When an entrepreneur has a high level of industry-specific knowledge, higher level of heterogeneous knowledge and the existence of an entrepreneurial opportunity makes it possible to launch a differentiated and rare product. Proposition 2D: When an entrepreneur has a high level of industry-specific knowledge, higher level of heterogeneous knowledge and the non-existence of an entrepreneurial opportunity makes it possible to launch a differentiated and rare product. The relationship between heterogeneous knowledge and product attributes are listed below: Proposition 3A: The higher the value of heterogeneous knowledge, the higher the valuable difference of a product. Proposition 3B: The higher the rarity of heterogeneous knowledge, the higher the rarity of a product. Proposition 3C: The level of difficulty of imitation of heterogeneous knowledge moderates the positive relationship between product competitive advantage and product profit. Proposition 3: The higher the usefulness of an entrepreneur’s knowledge, the higher the product profit. The relationships between attributes of entrepreneurial opportunity structure and product attributes are listed below: Proposition 4A: The higher the valuable difference of a factor, the higher the valuable difference of a product. Proposition 4B: The higher the market demand intensity, the higher the product demand intensity. Proposition 4Ca: The less the number of competitors, the higher the rarity of a product. Proposition 4Cb: The degree of exploitation of resource by competitors negatively moderates the positive relationship between the market demand intensity and product demand intensity. Proposition 4Cc: The extent of delayed actions by competitors positively moderates the positive relationship between product competitive advantage and product profit. Proposition 4: The higher the potential of profitability of entrepreneurial opportunity structure, the higher the product profit. The major contributions of the research to entrepreneurship theories include the following: First, we built a integrated theory including entrepreneurs’ knowledge and entrepreneurial opportunities to explain product differentiation and profit. Because differentiation is the core to entrepreneurship, our integrated theory emphasizes the core of the theory. Second, this research identified entrepreneurial opportunity structure, and illustrated that entrepreneurial opportunity structure influences product attributes and competitive advantage. Entrepreneurial opportunity structure reflects the shape of entrepreneurial opportunity. Third, this research bridged entrepreneurship and strategy strategies, making the conversion between the two streams of research possible. Fourth, we clarified the construct and dimensions of product in start-ups. Lastly, we clarified the sub-constructs under entrepreneurs’ knowledge and their impact on product attributes and competitive advantage. The findings of the research have practical implications. It can make strategic thinking of potential entrepreneurs in the same industry-growth stage more effective. The implications are: (1) It is a necessary condition that an entrepreneur has enough industry-specific knowledge to be successful; (2) When an entrepreneur has a high level of industry-specific knowledge, if entrepreneur have heterogeneous knowledge or there is an entrepreneurial opportunity in industry environment, then differentiation can success, thus he worth to take entrepreneurial action. If entrepreneur have not heterogeneous knowledge and there is not an entrepreneurial opportunity, then he should not take entrepreneurial action; (3) Discovered entrepreneurial opportunity structure can help potential entrepreneur identify entrepreneurial opportunity in entrepreneurial decision stage, and avoid exploiting a non-entrepreneurial opportunity.