The Startup Process of Imaging-Tek - Entrepreneurship and New Venture Evaluation

　　本個案描述宋智達先生創立沛錦科技的過程、其個人的創業家特質、創業遭遇的困難，及其如何利用旅居歐美十多年間累積的工作經驗、人脈關係、社會網絡及技術能力，帶領沛錦科技在矽智財這個巿場開拓機會，建立公司信譽。　　沛錦科技是一家IP供應商，IP供應是個高毛利率的產業，良好的商譽與歷史記錄是智財企業的關鍵競爭要素，沛錦科技為一新創企業，沒有可參考的合作客戶使其前幾年的發展並不順利。直到2008年沛錦科技的業績才大幅改善。宋智達創建沛錦科技的過程、運作模式及其成功的要素是本個案的核心。藉由個案學生可對個案公司所處的矽智財產業有更深的了解及認識。另外，沛錦科技的創業歷程中，宋智達善於運用社會網路資源及結合宗教信仰管理公司都是個案的特色。　　本個案的主題包含(1)創業者的創業動機、創業機會評估，(2)新創事業管理，(3)創業家的特質與領導風格，(4)創業者的社會資本與公司發展。
　　This case describes the startup process of Taiwan Imaging-Tek Corporation (TITC). Star Sung, the CEO of Imaging-Tek, established Imaging-Tek in November 2002 with its headquarters located in ITRI Incubator Center. How Star Sung recognized a new opportunity, started the new venture and made marketing strategy in a startup company in IP (intellectual property) industry is introduced. Imaging-Tek is dedicated to the development of innovative image/video/audio processing and compression technology. Whether or not an IP product meets the specific project requirements, availability of technology, specification, cost, and number of sources of IP suppliers all affect a company's IP sourcing strategies and in the same time increase the uncertainty when buying IP from externally IP suppliers. Therefore, the reputation of IP suppliers is critical when evaluating an IP supplier. As a startup company, Imaging-Tek lacked history for reference.　　In the first five years, Imaging-Tek had difficulties gaining momentum. Star Sung faced a dilemma on whether or not to terminate Imaging-Tek. In summarize, this case examines entrepreneurship in IP industry and look at startup issues including: (1) how to acquire and interpret information about the market, (2) how to get resources (financial/ non-financial) for new ventures, (3) how to set up marketing strategy in the IP industry, (4) what are the cognitive foundations for entrepreneurs, (5) what is the timing for a company to exit and how to make exit strategies in both economic and social considerations.