Ａ Ｂ Ｓ Ｔ Ｒ Ａ Ｃ Ｔ The start-ups are defined as small to medium sized firms which develop creative and/or innovative businesses that large sized firms are difficult to conduct. Start-ups are expected to perform as a driving force to achieve innovations in areas of technologies and business models. However, since they are lacking in resources such as manufacturing facilities, distribution channels and developers, they need partners that can reinforce these resources so that start-ups can actually achieve their business goals. Entities that supported start-ups were mostly venture capitals (VC) till the beginning of 2000's, but in recent years they do not have significant powers as Japanese economy has recessed. Start-ups today should therefore seek for partners in other areas. This report discusses about elements in management that are effective for operating start-ups. The discussion is based on the author's actual operation of a start-up, specifically an actual case that, by utilizing links and a small network in a business sector, the author's start-up could obtain resources from those companies and did achieve a large-scale business. The report discusses firstly about an analysis of a business by the author's company that involves a CGM production tool. The analysis includes chronological table of actions that the author took in the business. Secondly, the discussion points out lessons learned from the business. The lessons include: that experts are more effectively managed with uniqueness and exciting nature of the start-up's product rather than with profits, that prototypes are important for attracting customers and for sharing ideas on product among members of the start-up, that specifications and requisites of the product must be completely fixed before it is actually developed so that developers are easy to share their images of their products and so that its development stays on the line throughout the whole development process. Finally, this report concludes from the lessons that a prototype product that essentially proves engineering feasibility of a business can also be a tool for helping prospective partners understand feasibility and novelty of the business itself, hence can be a tool for establishing partnerships and business networks. It also concludes that industry groups can take important roles as communication channels that link start-ups and their prospective partners who can strongly reinforce resources that the start-ups are short of.