網路興起可以說繼PC後又一波新的契機，此新的科技又強烈地改變人類的生活習慣，由於這一波網路潮流帶動許多光通訊產業需求，整個瞬間光通訊行業隨之水漲船高，但於2000年時網路泡沫整個市場急速下降，此產業哀鴻遍野幾乎每家公司都虧損連連，台灣也有一批新興科技企業於1998年時陸續成立趕搭這班列車，最後結果也是慘不忍睹。
筆者有幸見證此產業創業經營競爭環境，特地探討此波光通訊供應鏈一環中之光收發模組產業，並實際以某家光電公司之案例縮影來探討，該個案公司是台灣同時期光收發模組創業之其中一家，在眾多競爭者下以現行結果論來說，也是唯一倖存仍每年保持盈餘之廠商，這也是為何選擇該個案公司之發展歷程做一分析，從科技創業、組織萌芽、茁壯，公司業務成長、衰退，策略修正、轉進、開創等一系列簡明串述，繼而針對此一創業歷程來分析科技創業中之創業團隊、競爭環境、組織與策略等之關係做法來進行探討。
在這幾年產業競爭環境中，也收集不少此對此產業分析與建議之諍言，往往都是建議政府策略性補助或協助提升該產業整體對外競爭力，但個人站在台灣中小企業自力更生的角度來說，與其巴望著政府補助不如捲起褲管自行開創解決困境還來的實在，畢竟業界競爭廝殺是絕對無法避免的。
當然案例公司能夠在所有廠商虧損掙扎之中而卻能保持盈餘，其優勢與競爭力何在？同樣創業過程其所經歷是否有特殊之處，在這些過程中我們可以得到了哪些啟示，從其過程中成功與失敗經驗提出個人看法與建議，作為未來新進中小型科技創業之參考。

The rise of the internet is the next wave of opportunity after the PC revolution, this new technology has again drastically changed the way of living of humans. Because the rise of the internet created new demands of optical communications products, within a short period of time, the optical communications industry become popular. But due the burst of the internet bubble in 2000, many companies in this industry fell hard. Taiwanese firms that entered this industry in 1998 was no exception.
The author is fortunate enough the witness the competition in the optical communications industry. The focus of this research is conducted on optical transceivers, a sub-industry of optical communications, using a case of a real company as an example. This company is a Taiwanese optical communications company that not only survived the internet bubble burst, but also was able to maintain the same level of profits before and after the internet bubble burst. This is why this company was selected to analyze its development history, from startup, initial growth stage, strong growth stage, increase in business, decline, change of strategy, turnaround, new innovations, and … etc; as well as the relationship between its management team at startup, competitive environment, and strategy.
During the past few years of competition in the industry, many industry analysis reports and advices had been collected, often they would suggest the government strategically subsidize or assist the industry raise its bar when competing with foreign competitors. But from the view of a Taiwanese medium/small sized enterprise, rather than having the government assist the industry, it is more practical the resolve the issue without government intervention. After all, it is inevitable that there will be competition among Taiwanese firms in the same industry.
Of course the company used in the case study can maintain its profits despite of losses incurred by its competitors raises an interesting question of what advantage does this company have over others. Are there any unique events that occurred to this company? What could be learned from this company?

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