台灣電動機車商業生態系統建構與演化之研究─以Gogoro為例

Abstract

隨著全球二氧化碳濃度不斷上升、地球暖化現象加劇，世界各國開始發展較為環保的電動車輛，以此降低運輸所帶來的溫室氣體排放。各國政府紛紛透過禁售或補貼政策來加速國內電動車輛產業的發展，歐美國家由於地理與歷史發展因素，主要以發展電動車為主，亞洲國家則因地狹人稠，電動機車便成為亞洲各國爭相角逐的新戰場。台灣為加速電動機車產業發展，2009年行政院核定「電動機車產業發展推動計畫」，將電動機車產業視為我國重點發展產業之一，同時，透過賦稅減免、購車補助、減免貨物稅與牌照稅等方法，來提高民眾購買電動機車意願。\n台灣機車密度為世界之冠，具有成熟的硬體基礎設施，以及完善的機車供應鏈等優勢，為發展電動機車提供良好的試驗場域。然而，台灣欲發展電動機車產業，無法僅憑政府推動或單一廠商之力即可成功，電動機車的動力系統、傳動系統、懸吊系統、車體設計到能源補充模式，都與傳統燃油機車有著極大差異。我國電動機車廠商若想在國際市場上站穩腳跟，就需要快速整合各環節專業知識，並打造專屬於我國的電動機車商業生態系統，方可成功。\n然而，過往探討商業生態系統的文獻，大多將生態系統比擬為企業所面對的外部環境，強調系統成員應時刻關注生態系統的變化，注重的是外部環境變化，對於企業內外部資源的整合方式較少深入探討。此外，電動機車為近幾年才興起的產業，以此產業為研究背景的文獻相對缺乏。為了彌補此研究缺口，本研究以商業生態系統觀點切入，並結合動態能力的概念，選擇國內電動機車市場龍頭做為深入研究之對象，探討該廠商建構電動機車商業生態系統的策略、能力轉換的動態過程。本研究得到的主要結論如下：\n結論一、我國電動機車業者在建構商業生態系統的誕生階段中，會著重於那些驅動整體系統發展的核心技術與能力之掌握，也會強調彈性的組織結構與創新的組織文化。\n結論二、我國電動機車業者在擴展商業生態系統的過程中，其系統成員的組成會變得更加複雜，而系統成員間也會存在著更多重的關係（包括競合關係），每個系統成員對於關鍵企業的重要性也會不斷的改變。通常關鍵企業會降低對單一成員的依賴性，並善用系統內的多元關係，以驅動生態系統的成長。\n結論三、隨著我國電動機車商業生態系統的擴展，原有電動機車業者間的競爭，會轉為電動機車商業生態系統間的競爭。關鍵者會透過核心技術與能力的精進，來維持其競爭地位、與其他業者區隔、建立壁壘，防止系統成員離開並保護成員。同時，也會透過資源的提供，來吸引更多的利基者加入。\n結論四、我國電動機車關鍵業者建構商業生態系統的過程，會經歷誕生、擴展與領導階段。在誕生階段，會透過核心技術的掌握與政府政策的驅動，使系統初具雛形；在擴展階段則會善用系統成員的多元關係，推動系統成長；在領導階段，則會持續優化其核心技術，以提升整體生態系統的價值與競爭力。\n本論文最後也進一步闡述本研究的學術貢獻、實務意涵與後續研究建議。

As the global carbon dioxide concentration continues to rise and the global warming phenomenon intensifies, countries around the world are trying to develop more environmentally electric vehicles to reduce greenhouse gas emissions caused by transportation. Governments of various countries have accelerated the development of the domestic electric vehicle industry through bans policy or subsidies. Due to geographical and historical development factors, European and American countries mainly focus on the development of electric vehicles. Asian countries are densely populated due to their local size, and mainly develop electric motorcycle. In order to accelerate the development of the electric scooter industry, Taiwan government has listed the electric scooter industry as one of the key development industries in Taiwan. At the same time, the government has increased people`s willingness to buy electric vehicles through tax relief, car purchase subsidies, excise tax relief and license tax relief.\nTaiwan has the highest scooter density in the world. Taiwan has the advantages of a mature scooter hardware infrastructure and a complete supply chain, which is suitable for developing the electric scooter market. However, if Taiwan wants to develop the electric scooter industry, it cannot succeed with the government or a single manufacturer alone. The power system, transmission system, suspension system, car body design and energy supplement mode of electric scooter are very different from traditional fuel scooter. If Taiwanese electric scooter manufacturers want to have a place in the international market, they need to integrate diverse expertise and create a Taiwan`s electric scooter business ecosystem as soon as possible.\nHowever, most of the past literature on business ecosystems has likened ecosystems to the external environment faced by enterprises, emphasizing that system members should always pay attention to changes in the ecosystem. In the past, the literature seldom discussed the integration methods of internal and external resources for enterprises when they constructed business ecosystems. In addition, electric scooter industry is an industry that has emerged in recent years, and there are few literatures on this industry. In order to make up for the gaps in the previous literature, this study is based on the perspective of business ecosystem and dynamic capabilities, and chooses Taiwan`s electric scooter market leader as the object of in-depth study. This study explores the dynamic process of Taiwanese manufacturer`s strategy and capability conversion for constructing an electric scooter business ecosystem. The main conclusions of this study are as follows:\nConclusion 1: In the birth stage of the construction of the business ecosystem, the Taiwanese electric scooter manufacturer will focus on the mastery of the core technologies and capabilities that drive the development of the overall system, as well as the flexible organizational structure and innovative organizational culture.\nConclusion 2: In the process of expanding Taiwan`s electric scooter business ecosystem, the composition of system members will become more complicated, and there will also be multiple relationships （including competition and cooperation） among system members. The importance of each system member to key businesses is constantly changing. Usually key enterprises will reduce their dependence on a single member and make good use of the multiple relationships within the system to drive the growth of the ecosystem.\nConclusion 3: With the expansion of Taiwan`s electric scooter business ecosystem, the competition among the original electric scooter manufacturer will turn into competition among the electric scooter business ecosystems. The keystone players will maintain their competitive position, separate themselves from other players, establish barriers, prevent system members from leaving and protect members through the improvement of core technologies and capabilities. At the same time, the keystone players will also attract more niche players to join through the provision of resources.\nConclusion 4: The process of constructing a business ecosystem by key Taiwanese electric scooter manufacturer will go through the stage of birth, expansion, and leadership. In the birth stage, the system will take shape through the mastery of core technologies and driven by government policies; in the expansion stage, the multiple relationships between system members will be used to promote the growth of the system; in the leadership stage, the core technology will be continuously optimized, in order to enhance the value and competitiveness of the overall ecosystem.\nAt the end of this thesis, the academic contribution, practical implications and follow-up research suggestions of this research are further elaborated.