| Summary: | 碩士 === 輔仁大學 === 織品服裝學系 === 96 === In Taiwan, the trend of starting an enterprise is always booming that there are 0.98 million small and medium enterprises nowadays. Nevertheless, when the economy is depressed, the impact of recession on jewellery industry, especially on traditional jewellery shops, is always severer than on any other industries. Taiwan is no longer famous for sub manufacturing. Taiwan’s hard-working labours have been replaced by China’s low-cost labours. Undergoing the circumstance that enterprises keep moving to China and facing the challenge of China’s low-cost labours, most entrepreneurs are trying to manage their business with a smaller scale, such as personal workrooms. Innovation and original brands have become the direction of Taiwan’s market development. This market development causes entrepreneurs to abandon traditional methods of management and to build up original brands one after another, intending to penetrate the market of fashion accessories. As a result, jewellery has become a necessary element of today’s youth fashion, and jewellery designers have also become the most-welcomed talents. However, with the generally low pay, unstable working opportunity, and multiple restrictions, many experienced designers tend to leave their enterprises to set up their own business after getting famous.
All phases in the course of starting an enterprise are closely connected. The key to succeed in starting an enterprise is to manage core resources well and set up sound related strategies to build up unique course of starting an enterprise. With limited resources, how to manage resources effectively is jewellery designers’ first task when starting new enterprises. Applying the resource-based theory, this research interviews each subject of the sample to find out the core resource and condition required to enter this industry. The proved findings are as follows:
1. Once the enterprise founder possesses highly passionate and ardent ambition plus the support from others and clearly knows his/her reason for starting the enterprise, the dream of a new enterprise will be activated.
2. The key to succeed in starting an enterprise is not the founder’s status, but the development of his/her expertise.
3. Possessing interpersonal network at the preparatory phase of starting an enterprise can help to smooth the way.
4. As the enterprise develops and the organisation expands, teamwork and the ability of business dealing become important.
5. Only with marketing, the expansion of interpersonal network can break through the difficulties of enterprise starting or managing and therefore brings up positive effect on the enterprise.
6. There is no direct relation between location and profits. Founders do not have to select prosperous zone to build up their shops.
7. Seizing the market opportunities is also one basic element of successful enterprise starting.
8. As time elapses, the lack of resources which appears during the course of starting an enterprise becomes more serious. New clients attracting, marketing ability, and expertise improvement are the most deficient aspects.
9. During the transition from the preparatory phase to enterprise starting phase, the main strategy is to modify the tactics based on the needs of the market. The strategy of resource management is more flexible.
10. During the transition from enterprise starting phase to enterprise growing phase, the variation of resource management strategy depends on the status of resources accumulated in previous phases.
11. When the founders find out the best position of their enterprises in the market, most founders will intensively pour their resources into one particular area to consolidate their position.
12. Within the same industry, different enterprises may possess similar resources and competence due to the similar characteristics. Expertise, reputation of brand, and interpersonal network are the core resources required to enter this industry.
13. The enterprises’ strengths are derived from their heterogeneous resources, such as the abilities of innovation, time management, marketing, teamwork, business dealing, and the location of real property. These heterogeneous resources differentiate the enterprises from others and therefore help to build up the enterprises’ own value.
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