交通行動服務（MaaS）生態系競爭策略分析 ─ 以和泰汽車為例

Abstract

本研究旨在探討交通行動服務（Mobility as a Service, MaaS）生態系的競爭策略，並以和泰汽車為例，分析其在數位轉型過程中的生態系創新及競爭策略。隨著技術發展和數位化進程，傳統汽車產業面臨重大變革，MaaS的出現為整合交通服務提供了新的商業模式，和泰汽車作為台灣汽車代理銷售領導者，積極拓展其業務範疇，從傳統汽車銷售轉型為多元化的移動服務提供商，致力於構建完整的MaaS生態系。 研究首先從產業觀點出發，分析MaaS生態系對傳統汽車產業帶來的挑戰和機遇，並探討本國交通運輸服務的多樣性和數位技術應用的現狀，再詳細剖析和泰汽車的MaaS生態系，展示其多元化服務，並探討這些服務如何通過單一會員制整合，提升顧客體驗與忠誠度。 研究進一步利用Larry Keeley的《創新的10個原點》理論，分析和泰MaaS生態系的創新策略，從獲利模式、網絡、產品系統和服務等多方面進行創新。最後，透過Adner的《生態系競爭策略》理論，分析和泰汽車在MaaS生態系中的競爭策略，發現其多元化數位服務整合、高頻次用戶數據收集與分析、單一會員制度全面應用整合、生態系聯盟合作的靈活拓展以及多角化經營優勢。 本研究結論指出，和泰汽車成功透過創新策略提升市場競爭力，並在快速變化的市場中持續創新。研究建議和泰應進一步加強數位平台整合，協同更多合作夥伴，並強化數據分析能力，以應對未來的市場挑戰，實現生態系的持續擴張與共贏。

This study aims to explore the competitive strategies of the Mobility as a Service (MaaS) ecosystem, using Hotai Motor as a case example, and analyze its ecosystem innovation and competitive strategies in the process of digital transformation. With technological advancements and the progress of digitalization, the traditional automotive industry is facing significant changes. The emergence of MaaS provides a new business model for integrating transportation services. Hotai Motor, as the leader in Taiwan's automotive agency sales, is actively expanding its business scope, transforming from traditional car sales to a diversified mobility service provider, and is committed to building a comprehensive MaaS ecosystem. The study first examines the MaaS ecosystem from an industry perspective, analyzing the challenges and opportunities it brings to the traditional automotive industry, and explores the diversity of national transportation services and the current state of digital technology applications. It then provides a detailed analysis of Hotai's MaaS ecosystem, showcasing its diversified services and discussing how these services are integrated through a single membership system to enhance customer experience and loyalty. Furthermore, the study applies the theory from Larry Keeley's "Ten Types of Innovation" to analyze the innovation strategies of Hotai's MaaS ecosystem, focusing on innovation in profit models, networks, product systems, and services. Finally, using Adner's "Winning the Right Game" theory, the study analyzes Hotai Motor's competitive strategies within the MaaS ecosystem, identifying its advantages in diversified digital service integration, high-frequency user data collection and analysis, comprehensive application of a single membership system, flexible expansion of ecosystem alliances, and diversified operations. The study concludes that Hotai Motor has successfully enhanced its market competitiveness through innovative strategies and continues to innovate in a rapidly changing market. It recommends that Hotai should further strengthen digital platform integration, collaborate with more partners, and enhance data analysis capabilities to address future market challenges and achieve sustainable expansion and mutual benefits within the ecosystem.