在科技發達與經濟循環越來越快速的今日，越來越多人想自行創業，但創立一個新事業是一件看似簡單實則不然的辛苦工作，其理論更是橫跨管理、行銷、研發、財務等不同的領域，如果只憑一股熱情貿然投入，失敗的機率往往高的驚人，因此必須在創立之初以及成立的過程中不斷檢視公司的資源、策略、績效等項目並且隨著環境而改變，其檢視的內容包含三個面向以及行銷的基本要件。 資源面：管理團隊的能力、現金流量策略、董事會或投資者的價值貢獻。策略面：市場規模分析、競爭地位檢視、事業營運模式與市場進入策略。績效面：產品開發時程的控制、取得顧客的能力、通路聯盟的建立。 行銷要件則為檢核以上三面向時使用的基本要素如PEST 環境分析、SWOT 競爭分析，以上這些項目都能影響一個新事業的存活與成長。 本論文以一實際正在進行中的軟體新創事業為個案分析，該公司成立於2005年12月並於2008年7月成功獲得IBM的資金挹注與市場合作，並取得與聯想電腦的合作，成為在2008北京奧運的移動運算服務提供商，以一家僅有18人的公司能獲得的成績而言實屬不易，因而藉此論文提供其他創業者參考。

科技的變遷常因新產品或新服務的出現，創造出全新的商業機會及市場，因此容易吸引創業家的加入。此階段通常代表產業位於萌芽期或新興期，是新事業較有機會成功的時期。不過，因預期市場的成長性高，相對來說競爭的對象也非常多。新事業必須發展出獨特的競爭優勢，才能在這樣的環境中存活下來。 　　競爭優勢源自企業的核心能耐，為組織日積月累的成果。視企業的性質而定，核心能耐可自企業的核心資源或智慧資本中發掘而出。目前國內研究與核心能耐相關的文獻，多集中在從現有企業的核心資源中辨識出特定產業的核心能耐；較少有文獻探討核心能耐的形成過程，及其是否受創業時期的管理工作所影響。 　　因此，為探討新事業的創業管理與其核心能耐間的關聯性，本研究希望藉由研究結果回答三點研究問題：(1) 創業家在創業階段應注意哪些管理上的事項？(2) 新事業的核心能耐如何發展而得？(3) 創業家的創業管理決策是否影響新事業核心能耐的形成？ 　　本研究以一家IC設計公司–群聯電子，作為研究訪談的個案，從收集到的次級資料及個案訪談的資料中，先試著整理出個案在創業階段的管理歷程，之後再調查個案在新事業各成長階段的智慧資本累積狀況並從中辨識出個案的核心能耐，最後則分析個案在創業階段的管理決策與其核心能耐形成過程的脈絡。從個案研究的結果得到初步的結論如下： 1.創業家需以階段性的方式思考新事業在各個階段的目標及所需的資源，並針對各階段的需求調整作法。 2.新事業的各種智慧資本會互相影響彼此的累積，創業家需注意智慧資本的平衡發展才能建構出最佳的競爭優勢。 3.創業家在創業階段的管理決策會影響新事業智慧資本的發展，進而影響累積出的核心能耐。 / Technological changes often generate new products or services, and create new business opportunities and markets that attract entrepreneurs. This phenomenon tends to occur at the budding or emerging stage of an industry, where new ventures have a better chance to survive. Since the market has potential high growth, one can expect there would be many contestants competing in it. New ventures must develop a sustaining competitive advantage to succeed in such a perilous environment. For a company, its competitive advantages normally come from its core competences, which were accumulated over time. Depending on the nature of the company, its core competence could be developed from its core resources or intellectual capitals. Studies on core competence conducted by local researchers mostly focused on identifying the core competence of a particular industry, based on the existing core resources of well-established companies. So far, no study had been found that explored the relevance of a company’s core competence formation and its management processes during the start-up stage. In order to understand if the managerial decisions undertaken during start-up stage have any effect on a company’s core competence accumulated, we’d like to use our research results to answer the following 3 questions: (1) What are the key management guidelines an entrepreneur should pay attentions to during the start-up stage of a new venture? (2) How are the core competences developed by a new venture? (3) If the decisions made by an entrepreneur during the start-up stage have any effect on the core competences a new venture develops? In this study, we chose an IC design house – Phison Electronics, as our study case. From the case interview and secondary data collected, we tried to reproduce the management processes in Phison’s start-up stage; then identified the core competences accumulated from the intellectual capitals in each growth stage; finally, by inspecting the results summarized above, we would determine if the core competences of Phison could be traced back to its managerial decisions made at start-up stage. Our preliminary conclusions are as follows: 1.The entrepreneurs need to think stage-wise of their new ventures, and define the corporate goals and resources required for each stage of growth, then make adjustments accordingly. 2.Different aspects of a new venture’s intellectual capitals would influence each other’s developments. Entrepreneurs need to maintain a balanced intellectual capital composition within the company to facilitate the formation of the new venture’s competitive advantage. 3.The management decisions entrepreneurs made in start-up stage would affect the development of intellectual capitals in later stages, thereby affecting the accumulation of core competences.

在創業的過程中，資源與整體能力的累積是依循漸進的。從一開始的小團隊、小規模經營，到後來以組織戰擴張營業額與營運績效，可謂是成功創業案例中，相當重要的歷程。如何能創業成功，創業的演變歷程扮演了相當關鍵的角色。有道是「萬丈高樓平地起」，一個企業要能克服瓶頸，才能成長茁壯。 如何能夠讓創業的過程中更有效管理，就是本研究欲探討的重點。本研究利用Tuckman在1977年所發表的團隊發展歷程理論，整合了個案研究，並透過創業家的訪談，進行團隊與創業管理的探討。透過團隊發展歷程理論中，對於形成階段、風暴階段、規範階段、表現階段、終止階段等團隊發展歷程五大階段的分析，了解到銷貨與通路管理、人力資源管理、財務管理、研發管理、生產管理等等議題，並且結合文獻回顧與專家訪談的方式，作出結論與建議。 在個案選擇的部分，本研究是以電子相關的創業作為個案，其中的C公司是經營DRAM與FLASH的銷貨作為營運主力，H公司則是以電源管理相關的電子零組件、模組作為利基點。整體來說，本研究以電子相關的創業團隊探討為主，希望能對產業界與學術界有所助益。 / In the course of establishing a business, resources and overall capacity usually accumulate step by step. It begins with a small team, small-scale operation and gradually expands its turnover and performance, which can be described as an indispensible process among any successful cases, and the entrepreneurial developmental process also plays a critical role. As a saying goes, "Every skyscraper starts from scratch", a company must be able to overcome its bottlenecks in order to grow. How to make management more efficient during the developmental process is the focus of this study. This study utilizes the theory of Team Developmental Process published by Tuckman in 1977, integrating case studies and interviews with entrepreneurs to discuss team and entrepreneurial management. Analyzing the theory of team development process, which includes forming stage, storming stage, norming stage, performing stage, and adjourning stage, I gained an insight into several issues such as the sales and channel management, human resources management, financial management, R & D management, production management. Combining literature review and interviews with experts, I reach my conclusions with some suggestions at the end. In terms of case selection, this study uses electronics-related firms as case study, among which, the sales of C Company specializes on DRAM and FLASH, whereas H Company on power management, electronic components and modules as its niche point. Overall, this study focuses on electronics-related entrepreneurial team, hoping to be helpful to the industry as well as the academia.

新創企業在創業之初，往往資源不足、訂單未到、客戶關係未建立好、技術及產品未成熟、管理尚未到位，市場不確定等不利因素。所以不管從台灣或大陸的環境來看新創企業，創業之初的三到五年是新創企業最為艱困且風險最高的時段。 因此本研究主要在探討，材料表面處理技術的創業規劃及經營，新創企業如何在創業醞釀階段，就做好創業活動規劃；在草創存活階段，做好存活策略推動，使企業得以存活；在經營維持階段，如何推進經營利潤，並讓企業持續發展下去。使新創企業處於不同階段下，能有效分析、規劃及做好該階段的行動任務，而讓新創企業渡過各個階段的考驗，為本論文的研究目的。 研究結果顯示，在創業醞釀階段，要有創業活動的形成，需要在創業活動前做好分析及規劃。除要有創業的「環境價值機會」出現外，要有能提供顧客價值之「價格」、「品質」、「速度」、「需求滿足」誘因，及具備「技術、產品或服務」、「人或團隊」、「資金」、「客戶關係」等創業關鍵組成。 在草創存活階段，企業需推動存活策略三構面，使企業能順利存活下來，其中與其構面變項有利的連接方向，證明朝向：產品/服務經營模式「訂定得當」、控制資源/開銷「消耗少」、創造利益體/網絡「連結多」，將最有利於新創企業存活的方向。此外，新創企業在草創階段，如所從事的產品或服務之營銷活動，所在的區域、客戶、及市場，在創業之初有很高的不確定性，選擇性或階段性的「集中」（Focus）策略才是正確的戰略。但如從存活策略三構面上做分析，所得到的結果皆為不利的情況，而資源又已先行投入情況下，如擬存活下來，對該項目最好的經營策略就是採取「退縮」（Withdrawal）策略。 而在新創企業在剛經歷草創存活階段後，為能持續性存活下來，需有「經營利潤推進」產生，才得以能維持經營。本論文從經營利潤推進的角度，提出經營維持的四構面做法，包括在創業經營風險構面及成本構面的降低活動；價值構面及收入構面的提升活動。做為在經營維持階段，主要的經營指標。因此，具體落實經營利潤推進的四構面，企業才得以有「利潤」的產生，也唯有利潤的產生，新創企業才得以有機會永續。 關鍵字：新創企業、創業規劃、存活策略、利潤推進、表面處理 創業管理 / A start-up at the beginning often encounters the following challengers: resources are insufficient; the order has not been big enough; customer's relation has not been set up well; the technology and the product is immature; the management has not been put in place yet; the market is uncertain, and so on. No matter the new company is operating in Taiwan or the mainland china, it will face high risk, particularly in the period of 3rd to 5th year after its establishment. Therefore, this research aims to study the entrepreneurial plans and managements for the material surface treatment technology, including how to make a business activity plan well in the entrepreneurial fermentation stage? how to do a better survival strategy promotion in the starting survival stage? and how to become profitable in the management arrangement stage. The purpose to let the new enterprise pass each stage sufferings by effectively analyzing, planning and completing action tasks under the different periods. The findings showed that the company needs to complete the analysis and the plan prior to the activity of entrepreneurship in the entrepreneurial fermentation stage. Besides providing with the opportunities for value added, the start-up needs to provide with “the customer value”, such as “price”, “quality”, “speed”, and “the satisfied demand” to provide, and to possess “the entrepreneurial key element” including “the technology, the product or the service”, “the human or the team”, “the fund”, and “the customer relations”. In the starting survival stage, the enterprise could implement the three key actions of survival strategy to survive smoothly. It is proven that a better survival orientation for a newly created enterprise is to have an appropriate position in product/service or business model, to utilize fewer resources/expenses, and to link with a wider network. In addition, the right strategy for a newly created enterprise in the starting survival stage is the selective or gradual focus strategy, if the marketing activities of product/service have the very high uncertainty at the beginning of the undertaking in the region or the market. The analysis from three key elements of survival strategy obtains result all for disadvantageous situation, but resources already in advance investment situation. The best management strategy is adapted to the strategy of withdrawal. A newly creation enterprise has gone through the starting survival stage, the advancement of operating profit should be produced to last for long enduring survival. The present paper proposed four key elements of management maintenance as a main management target from the advancement's angle of operating profit, which including to reduces the operational risk and cost elements and to increase the operational value and income elements. Therefore, the new enterprise could carry out the four key elements of operating profit advancement to get “the profit”, which would let enterprise have the opportunity to last forever. Keywords：Newly Created Enterprise, Entrepreneurial Plan, Survival Strategy, Profit Advancement, Surface Treatment, Entrepreneurial Management,