依據統計指出，台灣新創公司的創業者，有94%在創業前已有職場工作經驗，且多數的創業者，平均具備10 年以上的職場經驗或者基本的經營管理概念。而新創公司能維持營運超過五年的僅有1%；公司穩定上路後，仍然要面對缺乏銷售管道、客戶來源、先期開發成本過高、製造成本過高，尚未達經濟規模的種種挑戰。
Fandora的創辦人，一群大男孩們畢業後就創業，做女生的生意。他們面對資源的不足，管理能力的缺乏，所面對的壓力與挑戰接踵而至。他們曾經拜訪了30多位投資人皆失敗，然而不斷的向投資人DEMO並參與競賽，過程中從外部累積能量，獲取資源，同時也達到內部成長。他們與插畫家搏感情，累積社會資源，後來成立插畫家社群，為Fandora的IP商品化商業模式，累積商品開發的能量。此外，透過創業過程的實踐，就像開啟潘多拉的盒子般，面臨未知的外部環境變化，只能快速的測試、調整、改變、測試，成為Fandora不變的策略。目前Fandora已經與超過 2,000 位知名插畫家合作，更成為全台最大 IP (Intelligent Property)周邊商品的全方位服務電商。
本研究利用哈佛個案的方式進行研究，藉由個案故事的內容探討Fandora的商業模式、組織靈巧性、社會資本、實踐歷程理論議題，瞭解一群畢業就創業的理工生，在資源缺乏的情況下，如何開創資源渠道並累積自己的實力。

According to the statistics, 94% of entrepreneurs in Taiwan had work experiences for more than 10 years, and most of them possessed basic business and management concepts. Only 1 % of the startups could last more than 5 years, and even if the startups can overcome the challenges in the beginning, the startups still have to face more challenges such as lack of sales channels, lack of clients, underestimated initial research and development and production costs, etc.

A group of big boys who just graduated from the college has created a company called Fandora that targets female clients. The founders of Fandora faced a lot of pressures and challenges such as lack of resources, and management skill at the start; they visited more than 30 investors to seek funding but no one was willing to invest. Since the founders of Fandora regularly introduced Fandora to the public such as attending business contests, Fandora has gained positive feedback and resources and grown. The founders of Fandora have also networked with the illustrators to create a business model that commercializes intellectual property (IP) rights and facilitates product development. Running a business is just like opening Pandora's box because you can never predict the change of the external environment; all you can do is to test, adjust, change and test again and this becomes Fandora’s strategy. Now, Fandora has been the biggest IP products provider in Taiwan and cooperated with more than 2,000 famous illustrators.

This study uses Harvard case method to investigate Fandora’s theoretical framework such as business model, ambidexterity, social capital, and enactment, and to understand how did the entrepreneurs who just graduated from the school obtain the resources to achieve their goals.

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