Gogoro進軍印度市場擴展策略之進入模式選擇個案研究

Abstract

本論文探討 Gogoro 進入印度電動二輪車（E2W）市場的進入策略演變。印度作為一個新興市場，其特徵包括複雜的法規環境、基礎設施不足，以及價格極為敏感的消費者結構。本研究核心問題為：面對印度市場內外部挑戰，Gogoro 如何調整其進入模式策略？本研究採用質性單一個案研究法，資料來源全為次級資料，包括官方公告、產業報告、政策文件與國際市場進入文獻。理論基礎涵蓋交易成本經濟學（TCE）、折衷理論（OLI）、資源基礎觀點（RBV）與文化距離理論。本研究分析 Gogoro 從與 Hero MotoCorp 的合資關係起步、再與 Belrise Industries 合作，最終轉向獨資經營與 B2B 合作的戰略演進過程。研究發現顯示，高制度距離與合作夥伴在策略目標與執行層面上的落差，初期促使 Gogoro 採取合資模式；隨著內部能力提升、法規日趨明朗以及對技術保護的需求上升，Gogoro 轉向控制權較高的進入模式。此外，印度的 FAME II 政策與在地化要求亦深刻影響其策略選擇。本研究有助於理解新興市場中進入模式的動態演進，並對有意進入基礎設施高度依賴產業的科技公司提供實務建議。

This thesis investigates the strategic evolution of Gogoro’s market entry into India’s electric two-wheeler (E2W) sector, an emerging market characterized by complex regulatory frameworks, infrastructure constraints, and a highly price-sensitive consumer base. The central question guiding this research is: How did Gogoro’s entry mode strategy evolve in response to internal drivers and external pressures in the Indian market? Employing a qualitative single-case study approach, this study relies exclusively on secondary data, including official announcements, industry reports, policy documents, and academic literature on international market entry. The analysis is framed through multiple theoretical lenses—Transaction Cost Economics, the Eclectic Paradigm, the Resource-Based View, and Cultural Distance Theory. Data analysis traces Gogoro’s strategic progression from an initial joint venture with Hero MotoCorp, to a subsequent partnership with Belrise Industries, and eventually a pivot to wholly owned operations and B2B collaborations. Key findings reveal that high institutional distance and partner misalignments initially prompted a preference for joint ventures, while evolving capabilities, regulatory clarity, and technology protection concerns drove the shift toward higher-control entry modes. The study also highlights how India’s FAME II policy and local sourcing mandates influenced strategic decision-making. This research contributes to the understanding of entry mode dynamics in emerging markets and offers practical implications for technology-based firms seeking to enter infrastructure-dependent sectors such as E2W.