新創公司創業初期三大挑戰為資金取得、市場與人才招募；技術創業者多半有人才、有技術但卻缺乏市場觀念。
同樣身為技術底創立的台科三維科技以3D列印技術為其發展技術，經由近年來陸續到期的3D列印關鍵專利技術帶動之下，以台科大校園師生創業之姿，投入3D列印的新興產業之中。台科三維科技在手機3D列印機的產品概念下產生了諸多的相關周邊服務與專利研發，從專利的光固化樹脂研發到結合手機APP與線上雲端服務等等，提供創客族群與一般使用民眾能夠更便利的使用。然而台科三維科技創立的初期如同其它新創公司一樣面臨著人力不足、資金取得等等的問題，台科三維科技經由運用校園的師生資源與經濟部的價創計畫渡過前期發展後，並且藉由登上募資平台來將其產品商業化。
本研究以哈佛個案方式進行，可用於討論新創公司的創辦人不畏風險、機會探索與機會開發的能力、新創公司的商業模式分析，在新創公司創立之初資源不足的狀況下如何運用手邊的資源並且整合用於新的目的；最後，透過個案了解到企業經由外部環境的機會識別來修正企業內部的認知並進一步調整與制定企業未來的行動方向。

Financing, marketing and talent recruitment are the three major challenges at the beginning of a startup. Technology enterprisers are mostly talented and skilled but lack a sense of the marketing.

Taiwan 3D Tech, a company takes 3D printing as the development technology, has entered the emerging industry of 3D printing with the entrepreneurial attitude of teachers and students from the NTUST.

To promote the concept of mobile 3D printer, Taiwan 3D Tech has produced a lot of related peripheral services and patent research and development. For instance, applying the patent for the research and developing the Visible-Light-Curing resin and linking to the mobile APP and online cloud services, which are for the purpose of providing more convenient use for makers and ordinary users.

However, at the beginning of the establishment, Taiwan 3D Tech was faced a lot of problems: insufficient manpower, capital, etc. Fortunately, Taiwan 3D Tech is able to use the resources provided from the professionals and students in the campus. In addition to this, the Ministry of Economic Affairs had provided the Industrial Value Creation Program for Academia to support the preliminary development and commercialize its products by stepping onto the fundraising platform.

This study is based on the Harvard case study research to develop. It is mainly to discuss how the founders to be brave of risks, explore opportunities, develop opportunities, analyze the business model of new venture companies, obtain the resources from the surroundings and integrate them for new purposes when resources are insufficient.

Finally, by analyzing the case study, the company can be modify by the opportunity recognition of the external environment and adjust the actions of company to maintain the operation of future.

一、 英文參考文獻
1. Bruyat, C., & Julien, P. A. (2001). Defining the field of research in entrepreneurship. Journal of business venturing, 16(2), 165-180.
2. Baker, T., & Nelson, R. E. (2005). Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative science quarterly, 50(3), 329-366.
3. Gulati, R., Casto, C., & Krontiris, C. (2014). How the other Fukushima plant survived. Harvard Business Review, 92(7/8), 111-115.
4. Hart, M. M., Stevenson, H. H., & Dial, J. (1995). Entrepreneurship: a definition revisited. Frontiers of entrepreneurship research, 15(3), 54-63.
5. Lieberman, M. B., & Montgomery, D. B. (1988). First‐mover advantages. Strategic management journal, 9(S1), 41-58.
6. Lévi-Strauss, C. (1962). La pensée sauvage (Vol. 289). Paris: Plon.
7. Miller, D. (1983). The correlates of entrepreneurship in three types of firms. Management science, 29(7), 770-791.
8. Miles, R. E., Snow, C. C., Meyer, A. D., & Coleman Jr, H. J. (1978). Organizational strategy, structure, and process. Academy of management review, 3(3), 546-562.
9. Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers. John Wiley & Sons.
10. Schumpeter, J. A. (2017). Theory of economic development. Routledge.
11. Tellis, G. J., & Golder, P. N. (2006). Will and vision: How latecomers grow to dominate markets. Figueroa Press.
12. Weick, K. E. (1988). Enacted sensemaking in crisis situations [1]. Journal of management studies, 25(4), 305-317

二、 中文參考文獻
1. 鄭正元. (2017). 3D列印：積層製造技術與應用。
2. 張玉利, & 李乾文. (2009). 公司創業導向, 雙元能力與組織績效 ①. 管理科學學報, 12(1).
3. 尤傳莉. (2012). 獲利世代: 自己動手, 畫出你的商業模式. 台北: 早安財經文化有限公司， Alexander Osterwalder、Yves Pingeur （2010），《Business Model Generation》
4. 陳意文(Yi-Wen Chen);吳思華(Se-Hwa Wu);項維欣(Wei-Hsin Hsiang)（2010），「 資源基礎觀點下之資源拼湊與價值創造：以台灣翅帆開發創新產品為例」。《科技管理學刊 15卷2期》。
5. 謝如梅、莊為傑、方世杰（2011），「資源拼湊、創業經驗與新事業機會之初探性研究：社會網絡觀點An Exploratory Study of Bricolage, Entrepreneurial Experience, and New Venture Opportunities: Social Network Perceptive」。《2011 第 14 屆科際整合管理研討會》。東吳大學。
6. 黃予平 (2017)，「3D列印技術走向數位直接至製造─XYZPrinting三緯國際個案」，碩士論文。國立臺灣科技大學 : 管理學院MBA碩士班 ， 台北。
7. 鄧晉宇 (2018)，「多色多材料光固化─3D列印系統改良研究」，碩士論文。國立臺灣科技大學 : 機械工程系 ， 台北。

三、 網站部分
1. 台科三維科技官方網站：http://myt3d.com/index_en.php
2. 台科三維科技募資專案網頁：https://goo.gl/T8GqdF
3. The Economist - World News, Politics, Economics, Business & Finance: https://www.economist.com/
4. IDC: The premier global market intelligence firm.: https://www.idc.com/
5. 哈佛商業評論：https://www.hbrtaiwan.com/
6. 經濟部中小企業處：https://www.moeasmea.gov.tw/mp.asp?mp=1
7. 維基百科: https://zh.wikipedia.org/wiki/Wikipedia:%E9%A6%96%E9%A1%B5
8. MBA智庫百科：https://wiki.mbalib.com/wiki/%E9%A6%96%E9%A1%B5