While international shipping transports more than 90 percent of global trade to people and communities all over the world, it is also a major pollution source. In order to minimize air pollution and protect the environment, the IMO requests that all carriers and vessels adopt a new global sulfur limit of 0.5 percent for ships’ fuel oil (in contrast with the previous limit of 3.5%) from 1 January 2020. This new regulation, without a doubt, significantly impacts firm operations. Three potential solutions are suggested for carrier firms: (1) to install a sulfur-oxide scrubber, (2) to switch to low-sulfur fuel oils, or (3) to switch to liquid nature gas (LNG) for existing vessels or build new LNG vessels for newly planned vessels. The first option allows vessels to continue using high-sulfur fuel, but the cost of installing a scrubber is high. The second option requires a low initial investment, but will be challenged by potential price hikes. The third option uses an almost toxic-free alternative material, but requires a major rebuild and, hence, is costly. This case aims to discuss the consequences of such a top-down regulation on carriers’ financial and operational performance, on carriers’ choices among the three options, the implications on supply chain partners and consumers with respect to these options, and finally, whether such a regulation is effective in reducing sulfur emissions.
企業在建立「訂閱制」商業模式的過程中，需要整合公司內外部環境，除了建立對消費者的價值之外，更要承擔建構生態系統與提高生態系價值的使命。本個案以Gogoro創業歷程為例，釐清Gogoro賣電動機車是過程？還是終點？透過這個問題背後的管理意涵，幫助學員理解「訂閱制」的商業模式。接著採用商業模式畫布（Business Model Canvas）來分析Gogoro的商業模式組成與分析其電池交換平台生態系的發展。