台灣電動機車之共享經濟創新商業模式： 三陽工業個案研究

Abstract

行政院最新公布(西元2017年12月22日)抗空汙大作戰，宣示西元2019年空汙要減半，並提出交通政策。而推動電動汽機車及禁售內燃機車已是國際趨勢，規劃自西元2035年新售機車要全面電動車化。為達成此政策目標，首先預計西元2019年完成二行程機車汰換。2017年台灣機車市場銷量已衝高至100萬台是近20年的新高，但這僅是短期提早消費的市場現象，一旦汰舊換新補助結束，台灣機車總市場將步入衰退期。 然而國內機車市場逐步電動車化已是必然的現象，台灣電動機車發展到Gogoro上市初具成果將近20年，Gogoro的營運模式是唯一造成傳統內燃機廠商威脅的新模式；另外全球共享單車、共享汽車在美國、歐洲、中國大陸正方興未艾，這股風潮在台灣U-bike營運漸成氣候下，而共享機車Wemo目前並不成功，因此台灣二輪共享經濟是否可以找出新的商業模式呢? 隨著機車產業趨勢、市場結構及競爭態勢改變，整個產業生態系統也會隨之調整；本研究是探討歷史六十五年的傳統汽機車公司三陽工業，現有處於第三的市場地位，在機車事業面對機車電動車化的產業變遷中，又面對Gogoro的新商業模式的挑戰，經由電動機車產業生態系的上游、中、下的價值鏈分析，從競合策略重新思考，結合同業對抗或互補者合作以改變遊戲規則?或投入新的經營範疇以改變賽局?企圖在市場轉變的契機中，建立創新的新商業模式。 三陽工業電動機車共享經濟的新營運模式，是以結合新竹縣的在地優勢，建立新竹縣共享電動機車商業模式方案；方案的形成需要政府在電動機車產業發展以及共享經濟政策推動上的協助；當然更重要是以創新方式踏入共享機車的營運模式，內部須由傳統製造導向的組織轉型為以資訊服務導向的新組織運作，如何透過內部策略、組織與人員進行強化，進而改變其文化，將從C-SOP構面切入：短期目標以學習共享營運的經驗值，包括車聯網、大數據分析的應用、租賃的車隊管理…，中長期當共享經濟成氣候時，即可由大數據、會員經營獲取廣告收入以及租賃的收入，經銷商也可以由租賃車的服務維運賺取利潤。

Executive Yuan recently announced that Taiwan aims to reduce air pollution by 50% and proposed public transportation plan accordingly. While electric vehicle has become the trend globally, Taiwan also plans to ban sales of fuel driven motorcycle starting year of 2035. To achieve this goal, Executive Yuan will ban all Two-Stroke motorcycle in the end of 2019. In the year of 2017, sales of motorcycle in Taiwan has reached its 20-year high, at 1 million units this year alone. However, this is only the effect of the financial subsidy. Once the allowance program ends, Taiwan’s motorcycle market will start to drop. Yet, the electricization of motorcycle market in Taiwan is inevitable. It wasn't until the launch of Gogoro, after Taiwan started developing electric motorcycle 20 years ago, has electric motorcycle become a threat to traditional motorcycle. On the other hand, sharing economy has become a trend around the globe. Shared bikes, car sharing in the US, Europe and China are all good examples. As for Taiwan, while U-bike has been proven to be very successful, Wemo is still under the water. The question is: Can Taiwan find a way to electric motorcycle sharing? With the trend of motorcycle industry, change of market structure and competitive status, there will be big changes in the industry ecology. This thesis will discuss how Sanyang Motor Co., Ltd., the 3rd largest traditional manufacturer, will adjust to the changes in the industry. How will Sanyang face new electric motorcycle; how can Sanyang compete with Gogoro’s new business model? Through analyzing the supply chain from upstream all the way to downstream, this thesis will rethink the existing business model. From a co-opetition, should Sanyang work together with competitors to fight Gogoro or work with complementary to change the game within motorcycle/ electric motorcycle market? Sanyang aims to create a new sharing electric motorcycle business model, with the advantage of a local company. To achieve this goal, Sanyang will need local authority’s support to establish policies to advocate electric motorcycle. Most important of all, Sanyang needs come up with an innovative business model to strive in the electric motorcycle market. Company wise, Sanyang will need to transform from a traditional manufacturer to a data driven and service orientated company. In the short run, Sanyang plans learn and excel sharing economy to change the overall culture, including internet of vehicles, employee training and restructure; in the long run, when sharing economy has become common, Sanyang will need to drive its business with the data they have collected and charge based on membership or ads. Wholesalers will also be able to drive revenue through motorcycle rental.