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題名 以資源基礎理論分析傳統車廠打造MaaS (交通出行服務)的發展策略-以裕隆及和泰為例
Development Strategies of Traditional Automotive Automakers developing MaaS (Mobility as a Service) based on Resource-Based Theory: A Case Study of Yulon and Hotai作者 藍于軒
Lan, Yu-Hsuan貢獻者 黃國峯<br>林谷合
Huang, Kuo-Feng<br>Lin, Ku-ho
藍于軒
Lan, Yu-Hsuan關鍵詞 交通出行服務
資源基礎理論
五力分析
MaaS（Mobility as a Service）
transportation services
Resource-Based View (RBV) theory
Porter’s Five Forces model日期 2024 上傳時間 4-Sep-2024 14:10:24 (UTC+8) 摘要 本研究探討了台灣兩大車廠裕隆及和泰在發展MaaS（Mobility as a Service，交通出行服務）方面的策略及資源運用。MaaS為創新的交通服務模式，旨在整合多種運輸工具，並提供便捷的交通出行解決方案。本研究通過訪談和次級資料分析，探討裕隆及和泰的獨特資源，並評估這些資源在MaaS發展中的應用及潛在優勢。裕隆憑藉其製造和整車設計能力，積極投資新能源車及與其他平台合作獲取行車數據；和泰則憑藉市場佔有率優勢，拓展數位生態圈和支付工具。 根據波特五力模型和資源基礎理論的分析，本研究驗證了完整的汽車移動價值鏈及數位/IT資源是台灣車廠發展MaaS的不可或缺資源，並揭示了裕隆和和泰在資源配置和發展策略上的差異。本研究填補了台灣車廠在MaaS領域的研究，提供台灣車廠的未來發展建議，未來研究可進一步探討車廠如何具體實施新商業模式和服務，以持續推動產業的持續創新與發展。
This study explores the strategies and resource utilization of Taiwan's two major automotive automakers, Yulon and Hotai, in developing Mobility as a Service (MaaS). MaaS is an innovative transportation service model aimed at integrating various modes of transport and providing convenient mobility solutions. Through interviews and secondary data analysis, this research investigates the unique resources of Yulon and Hotai and evaluates their application and potential advantages in MaaS development. Yulon leverages its manufacturing and vehicle design capabilities, actively investing in new energy vehicles and collaborating with other platforms to acquire driving data. Hotai, on the other hand, capitalizes on its market share advantage, expanding its digital ecosystem and payment tools. Based on Porter’s Five Forces model and Resource-Based View (RBV) theory, this study confirms that a complete automotive mobility value chain and digital/IT resources are indispensable for Taiwanese car manufacturers to develop MaaS. It also reveals the differences in resource allocation and development strategies between Yulon and Hotai. This research fills the gap in the study of MaaS in Taiwan's car industry and provides future development recommendations for Taiwanese car manufacturers. Future research could further explore how car manufacturers can implement new business models and services to continuously drive industry innovation and development.參考文獻 1. “MaaS: The Role of the Automaker Remains Unclear.” AUTOMOTIVE WORLD, AUTOMOTIVE WORLD, 22 July 2021, https://www.automotiveworld.com/articles/maas-the-role-of-the-automaker-remains-unclear/. 2. Amit, R., & Schoemaker, P. J. (1993). Strategic assets and organizational rent. Strategic management journal, 14(1), 33-46. 3. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120. 4. Bhatia, J. (2016). Porter's Five Forces Industry Analysis of Indian Passenger Car Industry. Pacific Business Review International, 8(7), 113-123 5. Carbonara, N., Petruzzelli, A. M., Panniello, U., & De Vita, D. (2024). Embracing New Disruptions: Business Model Innovation in the Transition to Mobility as a Service (MaaS). Journal of Cleaner Production, 142744. 6. Durand, A., Harms, L., Hoogendoorn-Lanser, S., & Zijlstra, T. (2018). Mobility-as-a-Service and changes in travel preferences and travel behaviour: a literature review. 7. Enoch, Marcus, and Stephen Potter. "MaaS (Mobility as a Service) market futures explored." Transport Policy 134 (2023): 31-40. 8. Ernst, A. (2023, November 2). Suppliers under pressure – declining margins despite strong sales growth. Berylls - Making Automobility Viable. https://www.berylls.com/suppliers-under-pressure-declining-margins-despite-strong-sales-growth/ 9. Fedotov, P. (2022). Critical Analysis of the Electric Vehicle Industry: Five forces and strategic action fields. Exchanges: The Interdisciplinary Research Journal, 10(1), 43-56. 10. Gartner Says Less Than 0.01 Percent of Consumer Mobile Apps Will Be Considered a Financial Success by Their Developers Through 2018. (2014, January 13). Gartner. https://www.gartner.com/en/newsroom/press-releases/2014-01-13-gartner-says-less-than-one-tenth-percent-of-consumer-mobile-apps-will-be-considered-a-financial-success-by-their-developers-through-2018 11. Grieger, M., & Ludwig, A. (2019). On the move towards customer-centric business models in the automotive industry-a conceptual reference framework of shared automotive service systems. Electronic Markets, 29, 473-500. 12. Grant, R. M. (1991). The resource-based theory of competitive advantage: implications for strategy formulation. California management review, 33(3), 114-135. 13. ‘Gen Lease’: Two-thirds of young drivers looking to lease their next car. (2023, November 29). Gridserve. Retrieved June 17, 2024, from https://www.gridserve.com/pressroom/gen-lease-two-thirds-of-young-drivers-looking-to-lease-their-next-car/ 14. Huang, A., & Siegel, M. (2019). Super app or super disruption? KPMG. Retrieved June 17, 2024, from https://assets.kpmg.com/content/dam/kpmg/xx/pdf/2019/06/super-app-or-super-disruption.pdf 15. Holmberg, P. E., Collado, M., Sarasini, S., & Williander, M. (2016). Mobility as a Service-MaaS: Describing the framework. In Tuesday, February 16, 2016. 16. Heineke, K., Hornik, T., Schwedhelm, D., & Szilvacsku, I. (2021, March 22). Defining and seizing the mobility ecosystem opportunity. McKinsey & Company. https://www.mckinsey.com/industries/automotive-and-assembly/our-insights/defining-and-seizing-the-mobility-ecosystem-opportunity 17. Ko, J., Ki, H., & Lee, S. (2019). Factors affecting carsharing program participants’ car ownership changes. Transportation Letters, 11(4), 208–218. https://doi.org/10.1080/19427867.2017.1329891 18. Lagadic, M., Verloes, A., & Louvet, N. (2019). Can carsharing services be profitable? A critical review of established and developing business models. Transport Policy, 77, 68-78. 19. LINE. (2023, October 26). LINE 台灣永續資訊揭露. https://linecorp.com/tw/pr/news/tw/2023/4661 20. Lyons, G., Hammond, P., & Mackay, K. (2019). The importance of user perspective in the evolution of MaaS. Transportation Research. Part a, Policy and Practice, 121, 22–36. https://doi.org/10.1016/j.tra.2018.12.010 21. Maas, B. (2022). Literature review of mobility as a service. Sustainability, 14(14), 8962. 22. Porter, M.E. (1979) How Competitive Forces Shape Strategy. Harvard Business Review, 57, 137-145. 23. Porter, M.E. (1980) Competitive Strategy: Techniques for Analyzing Industries and Competitors. Free Press, New York. 24. Penrose, E. T. (1959). The Theory of the Growth of the Firm. John Wiley, New York 25. Penrose, E. T. (2009). The Theory of the Growth of the Firm. Oxford university press. 26. Schulze, G. (2016). Growth within: A circular economy vision for a competitive Europe. Ellen MacArthur Foundation and the McKinsey Center for Business and Environment, 1-22. 27. Sochor, J., Arby, H., Karlsson, I. M., & Sarasini, S. (2018). A topological approach to Mobility as a Service: A proposed tool for understanding requirements and effects, and for aiding the integration of societal goals. Research in Transportation Business & Management, 27, 3-14. 28. Stricker, K., & Correa, P. (2023, December 12). Automotive profitability: How OEM and supplier margins are faring. Bain. Retrieved June 17, 2024, from https://www.bain.com/insights/automotive-profitability-how-oem-and-supplier-margins-are-faring-interactive/ 29. VAN AUDENHOVE, F.-J., & Tauvel, M. (2021, September). How to realize the promise of Mobility-as-a-Service | Arthur D. Little. https://www.adlittle.com/en/insights/report/how-realize-promise-mobility-service 30. Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic management journal, 5(2), 171-180. 31. Wu, L., Sun, L., Chang, Q., Zhang, D., & Qi, P. (2022). How do digitalization capabilities enable open innovation in manufacturing enterprises? A multiple case study based on resource integration perspective. Technological Forecasting and Social Change, 184, 122019. 32. Wynn-Williams, M. S. (2009). Economies of scale in the automobile industry. In Surfing the Global Tide: Automotive Giants and How to Survive Them (pp. 41-71). London: Palgrave Macmillan UK. 33. Zhu, Y. Q., Fang, Y. H., & Lim, S. Y. (2023). Investigating drivers of service extension success for a super app. Computers in Human Behavior, 149, 107928. 34. 吳琬瑜. 吳舜文的競合策略: 裕隆. 中華飆第一. 天下雜誌發行, 1999. 35. 黃阡阡，2023，「蘇純興找點子王串聯升級服務 十五天湧進五萬用戶 和泰當旅遊界IG 喚醒沉睡用戶」，今周刊，1396 期，頁 66-67。 36. 陳雅潔，2021，「中租、momo小心了！跨域殺手來襲解析和泰蘇純興的謀略」，財訊雙週刊，647期，頁116-124 37. 陳敦基、洪鈞澤、陳奕廷、陳其華、劉仲潔（2017）。我國公共運輸行動服務(MaaS)未來發展應用與策略規劃。都市交通，32(1)，11-45。https://www.airitilibrary.com/Article/Detail?DocID=15621189-201706-201708010010-201708010010-11-45 38. 吳思華 (1994) 。世界經理文摘。第 89 期，1994 年，1，74-87。 39. 吳思華 (2000) 。策略九說. 台北: 臉譜. 40. 台灣趨勢研究 (2023, May)。汽車及其零件製造業發展趨勢(2023年). 台灣趨勢研究. https://www.twtrend.com/trend-detail/motor-vehicles-and-parts-manufacturing-2023/ 41. 蘇燕輝(2017)。我與豐田.和泰的汽車生涯。 42. 國家通訊傳播委員會。 112通訊市場報告精要。 43. 交通部統計處(2023)。自用小客車使用狀況調查報告 描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
111363030資料來源 http://thesis.lib.nccu.edu.tw/record/#G0111363030 資料類型 thesis dc.contributor.advisor 黃國峯<br>林谷合 zh_TW dc.contributor.advisor Huang, Kuo-Feng<br>Lin, Ku-ho en_US dc.contributor.author (Authors) 藍于軒 zh_TW dc.contributor.author (Authors) Lan, Yu-Hsuan en_US dc.creator (作者) 藍于軒 zh_TW dc.creator (作者) Lan, Yu-Hsuan en_US dc.date (日期) 2024 en_US dc.date.accessioned 4-Sep-2024 14:10:24 (UTC+8) - dc.date.available 4-Sep-2024 14:10:24 (UTC+8) - dc.date.issued (上傳時間) 4-Sep-2024 14:10:24 (UTC+8) - dc.identifier (Other Identifiers) G0111363030 en_US dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/153178 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 企業管理研究所(MBA學位學程) zh_TW dc.description (描述) 111363030 zh_TW dc.description.abstract (摘要) 本研究探討了台灣兩大車廠裕隆及和泰在發展MaaS（Mobility as a Service，交通出行服務）方面的策略及資源運用。MaaS為創新的交通服務模式，旨在整合多種運輸工具，並提供便捷的交通出行解決方案。本研究通過訪談和次級資料分析，探討裕隆及和泰的獨特資源，並評估這些資源在MaaS發展中的應用及潛在優勢。裕隆憑藉其製造和整車設計能力，積極投資新能源車及與其他平台合作獲取行車數據；和泰則憑藉市場佔有率優勢，拓展數位生態圈和支付工具。 根據波特五力模型和資源基礎理論的分析，本研究驗證了完整的汽車移動價值鏈及數位/IT資源是台灣車廠發展MaaS的不可或缺資源，並揭示了裕隆和和泰在資源配置和發展策略上的差異。本研究填補了台灣車廠在MaaS領域的研究，提供台灣車廠的未來發展建議，未來研究可進一步探討車廠如何具體實施新商業模式和服務，以持續推動產業的持續創新與發展。 zh_TW dc.description.abstract (摘要) This study explores the strategies and resource utilization of Taiwan's two major automotive automakers, Yulon and Hotai, in developing Mobility as a Service (MaaS). MaaS is an innovative transportation service model aimed at integrating various modes of transport and providing convenient mobility solutions. Through interviews and secondary data analysis, this research investigates the unique resources of Yulon and Hotai and evaluates their application and potential advantages in MaaS development. Yulon leverages its manufacturing and vehicle design capabilities, actively investing in new energy vehicles and collaborating with other platforms to acquire driving data. Hotai, on the other hand, capitalizes on its market share advantage, expanding its digital ecosystem and payment tools. Based on Porter’s Five Forces model and Resource-Based View (RBV) theory, this study confirms that a complete automotive mobility value chain and digital/IT resources are indispensable for Taiwanese car manufacturers to develop MaaS. It also reveals the differences in resource allocation and development strategies between Yulon and Hotai. This research fills the gap in the study of MaaS in Taiwan's car industry and provides future development recommendations for Taiwanese car manufacturers. Future research could further explore how car manufacturers can implement new business models and services to continuously drive industry innovation and development. en_US dc.description.tableofcontents 第一章 緒論 1 第一節 研究動機及背景 1 第二節 研究目的與問題 2 第三節 研究重要性及貢獻 3 第二章 文獻探討 4 第一節 五力分析 4 第二節 資源基礎理論 7 第三節 Mobility As A Service (MaaS) 交通行動服務 11 第三章 研究方法 15 第四章 個案分析 17 第一節 汽車產業之產業分析 17 (一)汽車產業鏈 17 (二)汽車產業趨勢 18 (三)台灣MaaS五力分析 19 第二節 裕隆集團介紹 23 (一) 裕隆MaaS (交通行動服務) 發展歷程與現況 27 (二) 裕隆MaaS發展策略 30 (三) 裕隆企業資源分析 33 (四) 裕隆企業 VRIN 38 (五) 裕隆發展MaaS 經營策略所需資源分析 43 第三節 和泰集團介紹 45 (一) 和泰MaaS (交通行動服務) 發展歷程與現況 49 (二) 和泰MaaS發展策略 52 (三) 和泰企業資源分析 54 (四) 和泰企業 VRIN 59 (五) 和泰發展MaaS 經營策略所需資源分析 63 第五章 研究結果與分析 64 第一節 發展Maas策略的競爭優勢比較及分析 66 第二節 車廠在變革中應對挑戰的方式 68 第三節 車廠發展MaaS (交通行動服務)可能的失敗原因 70 第四節 建議 71 第六章 結論 72 參考資料 74 附錄 77 zh_TW dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0111363030 en_US dc.subject (關鍵詞) 交通出行服務 zh_TW dc.subject (關鍵詞) 資源基礎理論 zh_TW dc.subject (關鍵詞) 五力分析 zh_TW dc.subject (關鍵詞) MaaS（Mobility as a Service） zh_TW dc.subject (關鍵詞) transportation services en_US dc.subject (關鍵詞) Resource-Based View (RBV) theory en_US dc.subject (關鍵詞) Porter’s Five Forces model en_US dc.title (題名) 以資源基礎理論分析傳統車廠打造MaaS (交通出行服務)的發展策略-以裕隆及和泰為例 zh_TW dc.title (題名) Development Strategies of Traditional Automotive Automakers developing MaaS (Mobility as a Service) based on Resource-Based Theory: A Case Study of Yulon and Hotai en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) 1. “MaaS: The Role of the Automaker Remains Unclear.” AUTOMOTIVE WORLD, AUTOMOTIVE WORLD, 22 July 2021, https://www.automotiveworld.com/articles/maas-the-role-of-the-automaker-remains-unclear/. 2. Amit, R., & Schoemaker, P. J. (1993). Strategic assets and organizational rent. Strategic management journal, 14(1), 33-46. 3. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of management, 17(1), 99-120. 4. Bhatia, J. (2016). Porter's Five Forces Industry Analysis of Indian Passenger Car Industry. Pacific Business Review International, 8(7), 113-123 5. Carbonara, N., Petruzzelli, A. M., Panniello, U., & De Vita, D. (2024). Embracing New Disruptions: Business Model Innovation in the Transition to Mobility as a Service (MaaS). Journal of Cleaner Production, 142744. 6. Durand, A., Harms, L., Hoogendoorn-Lanser, S., & Zijlstra, T. (2018). Mobility-as-a-Service and changes in travel preferences and travel behaviour: a literature review. 7. Enoch, Marcus, and Stephen Potter. "MaaS (Mobility as a Service) market futures explored." Transport Policy 134 (2023): 31-40. 8. Ernst, A. (2023, November 2). Suppliers under pressure – declining margins despite strong sales growth. Berylls - Making Automobility Viable. https://www.berylls.com/suppliers-under-pressure-declining-margins-despite-strong-sales-growth/ 9. Fedotov, P. (2022). Critical Analysis of the Electric Vehicle Industry: Five forces and strategic action fields. Exchanges: The Interdisciplinary Research Journal, 10(1), 43-56. 10. Gartner Says Less Than 0.01 Percent of Consumer Mobile Apps Will Be Considered a Financial Success by Their Developers Through 2018. (2014, January 13). Gartner. https://www.gartner.com/en/newsroom/press-releases/2014-01-13-gartner-says-less-than-one-tenth-percent-of-consumer-mobile-apps-will-be-considered-a-financial-success-by-their-developers-through-2018 11. Grieger, M., & Ludwig, A. (2019). On the move towards customer-centric business models in the automotive industry-a conceptual reference framework of shared automotive service systems. Electronic Markets, 29, 473-500. 12. Grant, R. M. (1991). The resource-based theory of competitive advantage: implications for strategy formulation. California management review, 33(3), 114-135. 13. ‘Gen Lease’: Two-thirds of young drivers looking to lease their next car. (2023, November 29). Gridserve. Retrieved June 17, 2024, from https://www.gridserve.com/pressroom/gen-lease-two-thirds-of-young-drivers-looking-to-lease-their-next-car/ 14. Huang, A., & Siegel, M. (2019). Super app or super disruption? KPMG. Retrieved June 17, 2024, from https://assets.kpmg.com/content/dam/kpmg/xx/pdf/2019/06/super-app-or-super-disruption.pdf 15. Holmberg, P. E., Collado, M., Sarasini, S., & Williander, M. (2016). Mobility as a Service-MaaS: Describing the framework. In Tuesday, February 16, 2016. 16. Heineke, K., Hornik, T., Schwedhelm, D., & Szilvacsku, I. (2021, March 22). Defining and seizing the mobility ecosystem opportunity. McKinsey & Company. https://www.mckinsey.com/industries/automotive-and-assembly/our-insights/defining-and-seizing-the-mobility-ecosystem-opportunity 17. Ko, J., Ki, H., & Lee, S. (2019). Factors affecting carsharing program participants’ car ownership changes. Transportation Letters, 11(4), 208–218. https://doi.org/10.1080/19427867.2017.1329891 18. Lagadic, M., Verloes, A., & Louvet, N. (2019). Can carsharing services be profitable? A critical review of established and developing business models. Transport Policy, 77, 68-78. 19. LINE. (2023, October 26). LINE 台灣永續資訊揭露. https://linecorp.com/tw/pr/news/tw/2023/4661 20. Lyons, G., Hammond, P., & Mackay, K. (2019). The importance of user perspective in the evolution of MaaS. Transportation Research. Part a, Policy and Practice, 121, 22–36. https://doi.org/10.1016/j.tra.2018.12.010 21. Maas, B. (2022). Literature review of mobility as a service. Sustainability, 14(14), 8962. 22. Porter, M.E. (1979) How Competitive Forces Shape Strategy. Harvard Business Review, 57, 137-145. 23. Porter, M.E. (1980) Competitive Strategy: Techniques for Analyzing Industries and Competitors. Free Press, New York. 24. Penrose, E. T. (1959). The Theory of the Growth of the Firm. John Wiley, New York 25. Penrose, E. T. (2009). The Theory of the Growth of the Firm. Oxford university press. 26. Schulze, G. (2016). Growth within: A circular economy vision for a competitive Europe. Ellen MacArthur Foundation and the McKinsey Center for Business and Environment, 1-22. 27. Sochor, J., Arby, H., Karlsson, I. M., & Sarasini, S. (2018). A topological approach to Mobility as a Service: A proposed tool for understanding requirements and effects, and for aiding the integration of societal goals. Research in Transportation Business & Management, 27, 3-14. 28. Stricker, K., & Correa, P. (2023, December 12). Automotive profitability: How OEM and supplier margins are faring. Bain. Retrieved June 17, 2024, from https://www.bain.com/insights/automotive-profitability-how-oem-and-supplier-margins-are-faring-interactive/ 29. VAN AUDENHOVE, F.-J., & Tauvel, M. (2021, September). How to realize the promise of Mobility-as-a-Service | Arthur D. Little. https://www.adlittle.com/en/insights/report/how-realize-promise-mobility-service 30. Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic management journal, 5(2), 171-180. 31. Wu, L., Sun, L., Chang, Q., Zhang, D., & Qi, P. (2022). How do digitalization capabilities enable open innovation in manufacturing enterprises? A multiple case study based on resource integration perspective. Technological Forecasting and Social Change, 184, 122019. 32. Wynn-Williams, M. S. (2009). Economies of scale in the automobile industry. In Surfing the Global Tide: Automotive Giants and How to Survive Them (pp. 41-71). London: Palgrave Macmillan UK. 33. Zhu, Y. Q., Fang, Y. H., & Lim, S. Y. (2023). 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