GOGOVAN是台灣第一間手機APP平台媒合的快遞業者，自2014年年底進入台灣市場，以榮獲阿里巴巴投資的創新企業之姿，企圖以不同於常規的快遞方式搶盡媒體曝光度以及台灣市場接受度。
在台經營兩年多間，GOGOVAN嘗試了兩個產品線：APP自由媒合和傳統機車快遞。APP自由媒合消費者和兼職司機的C2C市場非常有限，而瞄準B2B企業客戶的傳統機車快遞，為了要與既有市場競爭者匹敵，GOGOVAN提高了司機運費抽成的誘因，卻因為每趟運費收入低廉，導致這兩項服務的營收完全不足以支撐運務成本。GOGOVAN修正業務方向後，決定往「企業客戶客製化專案」發展，先以解決方案提升物流運輸戶到戶的價值，這些企業客戶提供的穩定運量才足夠負擔公司的營運成本。
承接A公司創新物流解決方案是GOGOVAN第一個高度客製化的專案。無論公司規模或是議價能力，相較於業界的知名品牌A公司，GOGOVAN遠屈於下風，他們如何在供應商提案競爭中脫穎而出，成為A公司的合作夥伴。即便成為合作夥伴，面對A公司要求業界最佳的服務水準，和單位成本最低的物流資源優化兩個命題，GOGOVAN缺乏自己的司機和車隊，要如何在有限的資源下，成功利用團隊成員物流專業，以及數十年國際快遞實務經驗的優勢背景，透過鉅細靡遺的物流規劃和沙盤推演，創造業界嶄新的物流解決方案。
本研究以哈佛個案研究的方式進行，了解新創公司在物流的紅海市場中，以「共享經濟」的創新營運方式，在沒有自有車隊、司機資源情況下，創造「客戶、公司、司機」的三贏，發展成為獨特的商業模式，提供企業經營實務與「共享經濟、風險管理、資源拼湊、商業模式」等理論的驗證與結合。期待以此個案的學習，能對處於類似環境的企業提供一些發想，也對企業發展貢獻學術實務的累積。

GOGOVAN is Taiwan's first express delivery company known for its APP platform and doing business with platform registered drivers and individual consumers. Since entering Taiwan market in late 2014, GOGOVAN as a startup company has gained operations capital invested by Alibaba. It has also tried to catch the spotlight from Taiwan media and enlarge market share.
During operating in Taiwan for two years, GOGOVAN has tried two product lines: APP platform and motobike express. The C2C market of APP delivery request is very limited. Besides, in order to compete with existing motorbike express competitors, GOGOVAN has increased the payment incentive for drivers. While a total revenue of these two services was not enough to compensate operation costs. GOGOVAN then decided to redirect its business target by developing customized projects for “enterprise customers." The steady volume from these corporate clients will be the company’s strong financial basis.
Cooperating with A corporation was GOGOVAN’s first and highly customized logistics solution. Regardless of the company size or bargaining power, GOGOVAN was far from the well-known A corporation. As A corporation’s logistics partner, GOGOVAN lacked its own drivers and fleets, it was so hard to meet customers’ requests of fastest deliveries and lowest logistics unit cost. GOGOVAN, which utilized limited resources and logistics experiences learnt from international express company, finally accomplished an innovative logistics solution.
The study was demonstrated by Harvard case study and exploring how a startup company in the red sea of logistics market operated "innovative sharing economy" model. The case company created a win-win success of "consumers, companies and drivers" and developed into a unique business model. Meanwhile, it’s also applicable and referral of theories of sharing economy, risk management, resource bricolage, and business model. It is my wish that the case study inspires you some new business ideas and also contributes to practical evidences of business management theories.

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二、 英文參考文獻
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Sommer, S.C., Loch, C. H., Dong, J. (2009), Complexity and Unforeseeable Uncertainty in Startups, Organization Science, 20(1), 118–133
三、 網站部分
GOGOVAN台灣部落格 (http://www.GOGOVAN.tw/blog)
MBA 智庫百科 (http://wiki.mbalib.com/wiki/)
交通部統計查詢網 (http://stat.motc.gov.tw/mocdb/stmain.jsp?sys=100)
全球快遞網站 (http://www.global-business.com.tw/global-a/index.asp)
行政院主計總處 (https://www.dgbas.gov.tw/np.asp?ctNode=334)
祥億貨運網站 (http://www.sylc.com.tw/information)
統一速達黑貓宅急便網站 (http://www.t-cat.com.tw)
嘉里大榮貨運網站 (https://www.kerrytj.com/zh/about/company_intro.html)。
槍口下的創意，哈佛商業評論(https://www.hbrtaiwan.com/article_content_AR0000352.html)
維基百科 (http://zh.wikipedia.org/wiki/)