台灣電動機車廠商之成長策略探討：以Gogoro為例

Abstract

台灣向來有機車王國之稱，機車密度稱冠全球，3萬6千平方公里的土地上，機車數量近1千4百萬輛。國內知名機車品牌如：光陽工業、山葉機車等公司，近幾年營業額仍持續成長，2017年台灣機車總銷售量更高達百萬輛。同時，這些燃油機車也帶來相當可觀的污染物質，如PM2.5(細懸浮微粒)。 近年來，隨著台灣環保綠能的風氣興起，和政府政策的持續推動，電動機車市場規模也隨之成長，也吸引原先的燃油機車品牌進入市場。在一眾列強環伺之下，台灣電動機車新創品牌Gogoro在推出產品僅3年的時間，靠著與眾不同的策略，成功脫穎而出，成為台灣第一的電動機車品牌，2017年市佔率達到78%，在機車市場市佔率則達到3.4%，為台灣第五機車大廠。 本文以個案研究法探討Gogoro Inc.，彙整Gogoro創立至今的發展策略及經營成效。首先利用Timmons & Spinelli(2003)的創業模型，分析Gogoro創辦人是如何成功創業，進而分析Gogoro在各個時期的資源與能力，並了解Gogoro是如何運用其既有資源、發展不足的能力以因應台灣市場環境的變化，以做出適配產業關鍵因素之策略，並維持其競爭優勢。此外，Gogoro也開創出有別於競爭者的全線型創業，並且透過品牌行銷成功突破市場困境，因此本研究進一步分析Gogoro與競爭對手策略的不同。未來隨著政府政策的持續推動，其他機車廠商也開始進入電動機車市場，電動機車市場競爭將會更加激烈，最後本研究針對全球各大機車市場現況及趨勢，結合Gogoro的競爭優勢，給予未來持續成長的建議。

Taiwan has always been known as the sccoter kingdom which has the highest density in the world. There are nearly 14 million scooters locate on 36,000 square kilometers of land. The well-known scooter brands in Taiwan, such as Kymco and Yamaha, have continued to grow their sales in recent years. In 2017, the total sales of scooter and motocycle in Taiwan were near one million. At the same time, these fuel cell scooters also brought considerable pollutants, such as PM2.5 (Particulate Matter). In recent years, with the rise of atmosphere of environmental protection and green energy in Taiwan, and also the continuous promotion of government policies, the market size of electric scooter has also grown, attracting the original brand of fuel cell scooters into the market. Under the intense competition, Gogoro, a new startup brand of electric scooter in Taiwan has became Taiwan's number one electric scooter brand for only 3 years, relying on it’s distinctive strategy. In 2017, Gogoro has gained 78% market share of the electric sccoters market in Taiwan, and also gained 3.4% market share in the scooter and motocycle market, making it the fifth largest scooter and motocycle manufacturer in Taiwan. This study aimed to analyze Gogoro Inc. using a case study approach and identified Gogoro’s strategies and operating results. Using Timmons & Spinelli (2003) entrepreneurial model, the study first analyzed how the founder of Gogoro successfully started its business. Then, the study proceeded to analyze how Gogoro adjusted its core resources and capabilities to maintain its competitive advantage and how Gogoro responded to the changing external business environment of Taiwan. Thirdly, since Gogoro created a Full-Stack Startup that is different from its competitors and had successfully break through the market dilemma by its marketing. The study further analyzed the effectiveness of Gogoro and its competitors in terms of their strategies. In the future, with the continuous promotion of government policies, other scooter manufacturers will also enter the electric scooter market. The competition in the electric scooter market will become more intense. Finally, this study will focus on the current situation and trends of the world's major locomotive markets, and combine Gogoro's competitive advantages to give suggestions for Gogogo’s continuously growth in the future.