隨著高科技發展以及全球化腳步，現今產品及服務日趨著重多樣性。然而，這也使市場及經濟組成更為複雜。相比從前，企業面臨更多問題及挑戰，例如跨文化間的溝通、如何在激烈競爭市場中差異化商品、掌握企業資源等等。但在這競爭的市場中，仍有許多新創中小型企業企業投入。以台灣微型創業公司為例，在經歷全球景氣低靡以及劇烈的競爭後，許多新創公司無法克服草創時期的艱辛而被無情的紅海巨浪吞噬。然而，若能有一企業資源的建構標準用以分類及強化企業自我認知，或許能中小型新創企業打造不一樣的藍圖。
本研究以深入訪談及個案分析的方式及一手資料取得並連結文獻內容，客觀分析結果。並藉由更了解台灣微型創業公司在拓展市場的過程中面臨之挑戰，將問題、文獻理論及實際訪談資料相互交叉比較，再根據本研究報告之訪談結果歸類出新創微型企業資源建構過程及重要性，其目的在於了解台灣新創事業需取得及維持的資源條件，並且深入探討該資源取得之過程，以使台灣微型企業在創建之初之企劃編列能有所依據。

During the globalization in 21 century and countries’ developing process, people create better life for themselves. Nowadays, diversity of products and services as well as fancy information on the Internet could thanks to development of technology that making people live in cozy lives; yet, the global economy goes more complicated, ventures face more problems than before, such as cultural issues during investing in different countries, differentiating with competitors in the intensively market emulation, etc. to draw the clients attention.
In order to dominate a part, all the ventures bring their skills and enthusiasms try to take a big part of the market share. Therefore, there seem to provide no room for new ventures to step in high market saturation; instead, the angry business billow swallows most of the investment. Nonetheless, if new ventures maintain well their advantages, the story becomes different. Take financing ability as example, with the economy grows, banks are willing to involve in more to get share and new ventures could gain profits as a duck takes to water.
As a Taiwanese, new SMEs in Taiwan are superior elements for me to easier obtain the first-hand data; furthermore, connecting with literatures, it is highly expected to receive a result of how a company starts their first step of success. On the other hand, as a small market and a small country, it’s even harder for Taiwanese ventures to stably step on. Judging from the research of “The research of key success and failure factors on Taiwan’s micro-entrepreneurship” by Mei-Hui Chen; there are 60% startup entrepreneurs began the first business during their 20 to 29 year-old; 69% of entrepreneurs have failed, 50% of entrepreneurs not make it within a year and another 37.5% fail in three years in 2010. Another investigation addresses by a Taiwanese Internet news sharing (ET today) mentioned, there are 20% failing rate in 850 thousands of entrepreneur’s startup businesses in 2013. Although it is an informal research, yet, caught my attention on the fact of challenges that new ventures might face. Some of other economic news of Taiwan even raised issues including most of the entrepreneur coordinates with some capitals but being emerged in the end by low dividends they had finally.
A small business always needs venture capital but it is always the risky money. Hence, people concern that the business environment in Taiwan only protects rich who hold high authority. Wondering why there’s a high rate of Taiwanese start-up companies’ failure, I would analyze by their internal assets of enterprises by resource-based value model, which could classified those key successful factors for new ventures of organizing a businesses. As a result, this research will be categorized in to a framework including problems of new ventures faces and RBV (resource- based view) comparison; hence finally decoding by cases discussion.

國立中山大學研究生學位論文審定書 i
摘要 ii
Abstract iii
Table of Contents vi
Chapter 1. Introduction 1
1.1 Background 3
1.2 Objectives 5
1.3 Challenges for New SMEs 9
1.4 Research Process 12
Chapter 2. Literature Review 13
2.1 Key resources for Small and Medium-Sized Enterprises 16
2.2 SWOT Analysis Method 20
2.3 Five Forces Analysis Method 21
2.4 Resource Based View 22
Chapter 3. Methodology 26
3.1 Research Frameworks 27
3.2 Data Collection: Qualitative In-depth Interviews 28
3.3 Methods 28
Chapter 4. Case Studies 30
4.1 Case Discussion 31
4.2 SWOT Analysis framework of cases 40
4.3 Five Forces Analysis framework of Cases 44
Chapter 5. Result 46
5.1 Description of Cases by RBV framework 46
5.2 Comparison Framework 53
Chapter 6. Conclusion and Suggestion 55
Reference 58

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