共享機車企業之策略轉型研究：以WeMo Scooter為例

Abstract

共享機車產業同時具備數位平台與重資產特性，其營運重視車隊管理效率與資源配置，而既有研究多聚焦於使用者行為與政策治理議題，較少從企業經營角度探討平台業者之策略與組織層面議題。因此，本研究以台灣共享機車企業WeMo Scooter為個案對象，探討其在產業競爭加劇與疫情衝擊下之策略轉型歷程，以及該轉型如何影響其資源條件與組織運作。 本研究採質化個案研究法，結合創辦人深度訪談與次級資料分析，運用五力分析檢視產業競爭結構，並透過資源基礎理論與C-SOP架構，分析轉型前後資源及能力變化及組織轉型作為。 研究發現，WeMo Scooter轉型前雖已累積車隊、平台與用戶等資源，但多數資源具可取得或可複製性，難以形成穩定的競爭優勢。在面臨競爭及疫情的營運壓力下，公司將策略重心由規模成長轉向獲利改善，先調整本業營運與資源配置，再透過引進策略投資及外部合作推動後續擴張。 組織層面的轉型並未進行大幅改組，而是透過流程盤點、數據導向管理與授權機制，使新策略方向落實於日常營運，轉型過程中亦使其原先主要支撐自有車隊營運的能力，逐步延伸應用至跨平台合作與多元服務場景。研究結果顯示，共享機車業者應先改善本業獲利與既有資源配置，再透過組織機制調整與外部合作擴大資源的應用價值，建立後續成長的基礎。

The moped-sharing industry combines the characteristics of both a digital platform and an asset-intensive business, and its operations place particular emphasis on fleet management efficiency and resource allocation. Existing studies on Taiwanese shared mobility have largely focused on user behavior and policy governance, while the strategic and organizational challenges faced by platform operators have received less attention. To address this gap, this study uses WeMo Scooter, a Taiwanese moped-sharing company, as a case to examine how the company transformed its strategy under rising industry competition and the impact of the COVID-19 pandemic, and how this transformation affected its resources and organizational operations. This study adopts a qualitative case study approach, drawing on in-depth interviews with the founder and secondary data. Porter’s Five Forces framework is used to examine the competitive structure of the moped-sharing industry. The resource-based view and the C-SOP framework are then used to examine changes in WeMo Scooter’s resources, capabilities, and organizational practices during the transformation. The findings show that before the transformation, WeMo Scooter had built up a sizable fleet, platform system, and user base. However, most of these resources remained accessible or replicable by competitors and therefore did not provide a stable competitive advantage. In response to the operating pressures caused by market competition and the pandemic, WeMo Scooter shifted its strategic focus from rapid growth to profitability. The company first adjusted its core operations and resource allocation, and then drove further expansion by securing strategic investment and developing external partnerships. At the organizational level, the transformation was not driven by major structural changes. Instead, WeMo Scooter embedded its new strategic direction into daily operations through process reviews, data-driven management, and empowerment mechanisms. Through this process, capabilities previously used to support WeMo Scooter’s own fleet were gradually extended to partner platforms and more diversified service settings. Overall, the study suggests that moped-sharing operators should first improve the profitability of their core business and the allocation of their existing resources, and then, through adjustments to organizational mechanisms and external partnerships, expand the application value of these resources and build a foundation for future growth.