Gogoro Marketing Plan by Career Center

MARKETING PLAN

Section 04, Class #11077, Spring 2022 8W2 – Marketing Concepts Professor Robert Koepp

GROUP 1 Andy Inthavong Isabel Uy Micah Neustein Ryan Weiss Taylor Brown

TABLE OF CONTENTS EXECUTIVE SUMMARY

ENVIRONMENTAL ANALYSIS

GOGORO EVOLUTION, COMPETITION, AND EXTERNAL FORCES COMPANY HISTORY

COMPETITIVE LANDSCAPE

ECONOMIC

ENVIRONMENTAL

POLITICAL FORCES

TARGET MARKET ANALYSIS – INDIA

SWOT ANALYSIS

CONSUMER ANALYSIS

GOGORO MARKETING MIX

MARKETING OBJECTIVES

MARKET PLAN IMPLEMENTATION AND RECOMMENDATIONS

MARKETING CHANNELS

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INDIA DIGITAL MEDIA PLATFORMS

PRINT MEDIA CHANNELS

COMMUNITY ENGAGEMENT PLATFORMS

CHANNEL PARTNERS

SPONSORSHIPS

MARKETING ORGANIZATION

BUDGET PLANNING

MONITORING AND CONTROL PROCEDURES

REFERENCES

EXECUTIVE SUMMARY Gogoro Inc. is a Taiwan-based technology start-up, specializing in the manufacturing of two-wheeled electric vehicles and their enabling components. Most notably, Gogoro has introduced the world’s first swappable smart battery network for two-wheeled electric vehicles, known as the Gogoro Energy Network. Users of Gogoro’s Battery-AsA-Service (BaaS) subscription can refuel their electric powered two-wheelers (“ePTWs”) by visiting one of Gogoro’s proprietary battery swapping cabinets (known as GoStations) and swapping out depleted batteries for fully charged batteries in seconds, rather than waiting over one hour for a tethered charge at a traditional charging port. While most traditional charging ports can support only one or two vehicles at a time, each GoStation is able to support battery swaps for up to 1000 vehicles per day. Innovation, efficiency, and sustainability are at the core of Gogoro’s mission to provide value to its customers by transforming urban transportation. Gogoro began building its first GoStations in Taipei in 2015; since then, the company has grown to build over 11,000 GoStations across Taiwan, with the number of GoStations surpassing gas stations in some cities (Hu, 2022). Following its success in Taiwan since its inception, Gogoro is seeking to expand its share of the ePTW market in Asia and stake its claim as the industry leader in sustainable two-wheeled transportation as it enters a new market: India. As countries around the world explore aggressive measures to combat climate change, the government of India has announced plans to reach net zero carbon emissions by the year 2070. India’s current level of CO2 pollution has made the country the third highest producer of CO2 in the world, and the environmental impact of emissions from the country’s hundreds of millions of gasoline-powered two wheeled vehicles cannot be understated. Furthermore, overseas conflicts (such as the ongoing Russian invasion of Ukraine) have resulted in steep gas price increases worldwide; the economic impact of such increases is felt most strongly in India, where consumer price sensitivity is exceptionally high. Although these factors have made Indian consumers more amenable to consider switching to electric vehicles, the scarcity of traditional charging infrastructure has stymied the widespread expansion of EVs. Gogoro believes that its differentiated product offering addresses the potential barriers to entry in India, and that its unprecedented smart technology capabilities will be very well received by innovators and early adopters in India. This plan details the marketing strategies Gogoro intends to use to enter the Indian market, grow its BaaS subscriber base, and position itself as the industry standard leader in ePTW and battery swapping technology.

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ENVIRONMENTAL ANALYSIS GOGORO EVOLUTION, COMPETITION, AND EXTERNAL FORCES COMPANY HISTORY Gogoro, Inc. is headquartered in Taoyuan, Taiwan. The company was founded in 2011 by Horace Luke and Matt Taylor, two former colleagues at HTC, Inc., a Taiwanese based smartphone manufacturer. The initial product development and designs were focused on building EV scooters but shifted its focus on developing a fully encompassing and sustainable transportation ecosystem that consists of its smartscooters, battery swapping stations and software platform. From the company’s inception until its release of its first consumer product, Gogoro was securing funding from investors to further develop its vision of providing accessible EV technology to the masses. In 2015 at the Consumer Electronic Show (CES) in Las Vegas, Gogoro revealed its smartscooter that utilized a swappable battery pack. In addition, the company also revealed its batter swapping network, which was called Gogoro Energy Network at the time (now called GoStations). The company currently has six different smartscooter models, in conjunction with nine other partner manufacturers, such as Hero, PGO and Yamaha. Since its launch, Gogoro has focused on expanding its products and services exclusively in Taiwan, to which it has over 11,000 GoStation Racks, over 450,000 subscribers to utilize its battery swapping GoStations with an average of approximately 343,500 daily battery swaps. The company will focus on expanding internationally within the Asian market, particularly in China and India as its first initial targets. In 2021, the company announced that it was seeking to become a publicly traded company on the NASDAQ index, in which Gogoro chose a merger with Poema Global, a Special Purpose Acquisition Company (SPAC) unlike through a traditional Initial Public Offering (IPO). Gogoro anticipated raising $550,000,000 in proceeds from investors before converting from PPGH to GGR, which had its ticker officially changed once the merger was completed on April 5, 2022.

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COMPETITIVE LANDSCAPE Gogoro is acutely aware of the various competitive forces that exist within the electric vehicle (EV) and more specifically, electric-powered two-wheel vehicle (ePTW) market. As noted within the Company’s Form F-4 Registration Statement issued to the Securities and Exchange Commissions (SEC) on March 15, 2022, “the EV and PTW market is relatively new and competition is still developing” (Gogoro Inc., 2022). The Company continues by recognizing that “large early-stage markets, such as India, require early engagement across verticals and customers to gain market share, and ongoing effort to scale channels, installers, teams and processes” (Gogoro Inc., 2022). Gogoro recognizes that as the market for EV charging expands, competition is expected to intensify, new competitors may enter the market, and alliances may emerge. As competition increases, price pressure driving adoption of lower-cost alternatives may become a factor, even with Gogoro’s superior product offering. The Company’s recognition that these competitive factors exist and must be planned for indicates a clear understanding of how this environmental force can impact the operations of the company. The competitive forces that Gogoro acknowledges are not just theoretical, as contemplated within the Company’s Form F-4. In fact, there are e-scooter battery swapping partnerships being established, alternative ePTW offerings being produced, and niche players looking to garner their own portion of the exploding EV market within India. All these challengers are quickly solidifying the competitive landscape. One such battery swapping partnership is discussed within an article written by Siddha Dhar, in which they explain that Hero Electric, a scooter producer, has partnered with Sun Mobility, a manufacturer of swappable batteries. Specifically, 10,000 of Hero Electric’s e-scooters are expected to be fitted for the swappable batteries by the end of 2022 (Dhar, 2022). The article goes on to explain that the Hero Electric and Sun Mobility partnership is taking advantage of the lacking charging station infrastructure in India and therefore, the competition within the swappable battery market is expected to grow. This alliance between Hero Electric and Sun Mobility is directly in-line with one of the competitive factors discussed within Gogoro’s Form F-4. PAG E | 5

Gogoro’s competition does not solely exist with the battery-swapping technology portion of the PTW market. Ola Electric, another prominent e-scooter producer, offers electric two-wheelers with a permanent rechargeable battery. Ola has recently opened their “Futurefactory,” which consumes 500-acres in Tamil Nadu, India. The Ola Futurefactory has the capability to manufacture two million scooters annually, with the ability to scale up to ten million in the back-half of 2022 (DQINDIA Online, 2021). To address the batter charging infrastructure deficit in India, Ola plans to launch their Hypercharger network. Ola plans to install over 100,000 charging stations in 400 cities across India – located in commercial spaces, business complexes, and school campuses (Hypercharger, 2022). Established PTW manufacturers and battery-swapping innovators are not the only competitors that aim to challenge Gogoro. Through a lab-to-market incubation symposium sponsored by Clean Energy International Incubation Centre (CEIIC) set up by Social Alpha in Delhi, Meladath Auto was awarded the opportunity to bring their scooter conversion kit to life. Meladath Auto has developed a conversion kit that replaces the front wheel of a gas-powered scooter with e-powered components, effectively converting the scooter without any further modifications (DQINDIA Online, 2020). While niche offerings are not expected to challenge Gogoro to the extent of other like-product competitors, the number of gas-powered scooters on the road that would be converted to ePTW vehicles cannot be ignored. The competition for Gogoro is not limited to only like-product and niche offerings on the periphery. In fact, Gogoro is poised to have competition within its recently established partnership with Hero MotorCorp, the top gas-powered two-wheeler manufacturer in India. While this recently established partnership was formed with the intention of bringing the first Hero MotorCorp ePTW to market, the manufacturer has also expanded upon its existing relationship with Ather Electric, a traditional plugin ePTW offering. In recent months, Hero MotorCorp has increased its 34.8% stake in the company. Swadesh Srivastava, head of the emerging mobility business unit at Hero MotoCorp recently stated, “We are excited to see the growth of Ather Energy in recent years. Our aim is to expand the Hero MotoCorp brand promise and make EV ownership a convenient, hassle-free, and rewarding experience for customers across the world.” With respect to the investment with Ather Electric as well as Gogoro, Hero MotorCorp has its sights set on “building the entire EV ecosystem” (Etech, 2022). While the partnership with Hero MotorCorp creates an opportunity for entry into the Indian market, it is apparent that Gogoro will have competition to gain the undivided attention of their partner. As recognized by Gogoro within their Form F-4 issued to the SEC and substantiated through examples of what is occurring “on the ground” across India, the Company will face several competitive forces that must be managed to support successful long-term operations.

ECONOMIC LANDSCAPE The ability for consumers to afford Gogoro’s monthly subscriber fee is a critical factor to consider when entering a new market. India’s current economic status makes the country a prime candidate for growth of Gogoro’s services. India is currently ranked as the 6th largest economy in the world, due in part to the pharmaceutical and technology sectors (Majumdar, 2022). These growing industries have helped bring forth a booming middle class throughout the major metropolitan areas of India (Wolters Kluwer N.V., 2022). That being said, Gogoro would not want to enter a market solely because the current economic status is attractive. Gogoro will want to assess the longevity of this economic growth and enter the India market knowing Indian customers will seek Gogoro’s products for the long run. Gogoro’s investment into the Indian market should not be negatively impacted by economic changes in the short term. All signs point to continuous growth and macroeconomic stability, due to India’s current rating as a sound democracy (Wolters Kluwer N.V., 2022). The current administration has implemented reforms and increased government investments to green technology with an aggressive plan to reach carbon neutrality status by 2070 (Wolters Kluwer N.V., 2022). PAG E | 6

As the Ukrainian-Russian conflict continues to impact global gas prices, India’s gas prices have been impacted (Silk, 2022). A Deloitte study on India’s economic outlook stated, "The ever-increasing import of fossil fuels, the increasing energy prices coupled with increasing impacts of the climate crisis means that India will have to quickly shift its energy sources that are renewable, less inflationary and can be sourced domestically" (Silk, 2022). Alternatives to gasoline powered vehicles are increasingly attractive to Indians, not only due to price concerns, but also due to growing acceptance of the eco-friendly initiatives throughout India.

ENVIRONMENTAL LANDSCAPE India’s current level of CO2 emissions has made the nation the third highest producer of CO2 in the world, and although there is spin around the nation having some of the lowest CO2 levels per person, India is currently the second most populous nation in the world (Birol and Kant, 2022). Because of this, India has recently announced an aggressive goal to “reach net zero emissions by 2070 and to meet fifty% of its electricity requirements from renewable energy sources by 2030” (Birol and Kant, 2022). With these aggressive goals in mind, the Indian government is looking for ways to reduce carbon emissions in various metropolitan areas of India. [India] “is now looking at tightening fuel efficiency rules from April 2022, which industry executives say may compel some automakers to add electric or hybrid vehicles to their portfolios” (Ahmed and Shaw, 2021). Currently 47% of Indian households own a scooter or motorcycle (Misachi, 2019). With the enforcement of emission standards around the Bharat Stage Emission Standards (BSES), there will be an increased demand for scooters that comply with these standards. Although gasoline powered scooter manufacturers should be able to meet these standards, the country is setting up infrastructure to cater towards EV charging. This movement is advantageous for Gogoro, as electric scooter demand will increase.

POLITICAL FORCES The current political landscape in New Delhi makes India a prime candidate for Gogoro’s expansion into the emerging market. In recent years, the Indian Government has worked to reduce restrictions around foreign direct investments to increase foreign spending within the nation (Wolters Kluwer N.V., 2022). “India’s impressive progression in the Doing Business rankings over the past few years is a tremendous achievement, especially for an economy that is as large and complex as India’s.” said Junaid Ahmad the World Bank Country Director in India (Wolters Kluwer N.V., 2022). Within international relations, there is a slight concern around India’s recognition of Taiwan as a sovereign nation. As is the case for most foreign nations engaging in business with Taiwan, this recognition of Taiwan’s sovereignty has not resulted in a significant strain on partnership, yet it is a topic to monitor with the increase in chatter around a Chinese-Taiwanese conflict. As tensions increase between India and China, as well as between Taiwan and China, both nations are seeking to reduce reliance on the Chinese market. A symbiotic “green tech trade” alliance between Taiwan and India would go a long way, as Taiwan is considered a leader in green energy in Asia. As India works towards its carbon neutral objectives, Taiwanese companies such as Gogoro can help spearhead this effort in India (Kumar, 2022). Both New Delhi and Taipei have initiated dialogue around a free-trade agreement between the two nations (Kumar, 2022). This could further ease Gogoro’s expansion into India. Currently, taxes on foreign businesses operating within India are relatively high. Foreign companies that exceed INR 10,000,000 can be taxed upwards of 42.02% (British Chamber of Commerce, 2022). This high tax is not ideal for Gogoro when entering the Indian market. As India moves forward towards a zero-carbon footprint goal, the ease of entry for foreign green tech investments needs to increase. “The Indian green tech market faces several issues like the unavailability of a unified policy structure and accessing finance. Although there are policies in different industry segments, it lacks coordination between the centre and the state. As a result, green tech startups often find it difficult to get early-stage funding” (Arul, 2022). PAG E | 7

TARGET MARKET ANALYSIS

INDIA

The concept of commercial battery swapping technology is relatively new in India and globally as well. With Gogoro seeking to become the market leader in this burgeoning industry, analysis of current trends in India provides a roadmap to stake its position within the country and to grow its subscription model.

TRANSPORTATION TRENDS Consumers in this market have many options of vehicle types to purchase, from traditional vehicles to motorcycles and scooters (two-wheelers). Currently, two-wheelers account for 80% of the vehicles on the roads in India. As traditional vehicle ownership is not commonplace, the majority of the population travels with two-wheelers, bicycles and public transportation methods, such as trains, buses, rickshaws, and ride-hailing services (Temple, 2019). Rising fuel costs and the government's initiatives to push carbon neutral technology have led to increased demand for EVs. Purchasing sentiment for electric vehicles is growing, as evidenced by 40% of customers in the market for a PTW showing willingness to purchase an EV in 2022 (PTI, 2022). Additionally, under the Faster Adoption and Manufacturing of Electric Vehicles (FAME II) subsidy, government rebates on electric two-wheelers (ePTW) have increased by 50%. The intent behind this subsidy program is to offset costs for EVs enough to compete with traditional internal combustion engine PTWs, with the hope that consumers would be incentivized to convert to electric (Philip, 2021).

PURCHASING VS RENTAL TRENDS In PTW category, 75% of purchases are funded by loans. The financing market to purchase PTWs in the country is expected to grow at a CAGR of 11% over the next five years and is expected to surpass $12.3 billion (Kumar, 2021). However, the Indian two-wheeler rental market is anticipated to record a CAGR of approximately 7% during the forecast period between 2020 – 2025 (India Two-Wheelers Rental Market Share | 2022 - 27, 2021). As rental trends remain a viable option, the subscription model can be a more flexible option for potential rental consumers.

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SUBSCRIPTION MODEL TRENDS The concept of subscription models for transportation, especially in the ePTW category, has been relatively new to the country. Revolt Motors was one of the first companies to offer Motorcycle-as-a-Service (MaaS) subscription service, which registered 1,062 new subscriptions within the last six months of launch (Gulia et al., 2021). Similarly, another electric scooter company, eBikeGo, offers different tiered monthly subscription packages to rent its lineup of ePTW, ranging from ₹3600-4000 per month (eBikeGo Fleet, n.d.). According to results from the Indian Automotive Consumer Canvas (IACC), it indicates that customers’ opinions are positive at 26% with regards to leasing and subscription models (PTI, 2022). The concept of a subscription model for a Battery-As-A-Service (BaaS) from competing brand Sun Mobility does exist. However, that mostly exists to service 3-wheelers (rickshaws) as swapping by Sun Mobility customers will be mainly used by the nation’s 1.5 million electric rickshaws that account for 83% of total EV sales (Saxena, 2022). Hop Electric is another company that offers BaaS subscription plan to its own line of ePTWs, which offers monthly plans as low as ₹2500 for unlimited swaps or pay per distance traveled per kilometer (Hop Electric Mobility, n.d.). An issue with MaaS subscriptions is the lack of an abundant EV charging infrastructure. With a population of approximately 1.3 billion people, there are only 1,640 public EV chargers, more than half of which are located within nine major cities (Saxena, 2022). The case to provide a BaaS subscription model remains strong. The deficiencies in traditional PTW rental markets and in a MaaS subscription service (lack of charging infrastructure, longer charging times vs. swapping a battery, cost of fuel, environmental impact) provide Gogoro with ample opportunity to expand in the Indian market based on its industry-leading technology, key partnerships, and prior experience operating a BaaS model in other countries like Taiwan.

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SWOT ANALYSIS

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STRENGTHS 1.

Although competitors exist in the market for swappable EV batteries, Gogoro’s product offering is the world’s first solid state EV battery, and the first battery of its kind to utilize software and cloud-based AI technology.

2. Compared to conventional lithium-ion batteries, Gogoro’s lithium-ceramic battery delivers higher energy density, and is less prone to safety hazards (such as overheating, a common cause for concern given India’s exceptionally hot weather). 3. Gogoro’s battery system allows users to forgo the inconvenience of searching for a plug-in charging station and waiting for the tethered vehicle to charge. Instead, the swap process can be completed in seconds, and does not require parking. 4. Gogoro’s batteries are designed to be durable for frequent handling, and firstgeneration batteries from 2015 are compatible and integrable across different generations of GoStations. The durability ensures that each unit will last for several years and thousands of swaps at full capacity, reducing e-waste. 5. Each battery has an internal, cloud-connected computing system that keeps its software up-to-date, and data collection infrastructure allows Gogoro to collect user data in real time.

WEAKNESSES 1.

India is a lower-middle income economy, and Gogoro’s subscription price point may be prohibitively high.

2. The average price of an EV scooter is significantly higher than that of a petrol-powered scooter.

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OPPORTUNITIES 1.

India is in the midst of an aggressive effort to fight climate change and has pledged to reach net zero carbon emissions by 2070. As global gas prices continue to rise as a result of conflict overseas, Indian consumers may be more amenable to making the switch to from gas powered vehicles to EVs.

2. India’s urban population is projected to increase by 400 million by the year 2050, necessitating innovative solutions to mitigate traffic congestion in densely populated urban areas. 3. India currently has ~1600 operational public EV charging structures, with the majority concentrated within 9 major cities (Livemint, 2022). The scarcity of these charging stations relative to population density makes the emergence of battery swapping options more attractive. 4. Numerous STEM-focused universities have established satellite campuses in Hyderabad, and the greater Telangana region (which includes Hyderabad) is home to 4000 start-ups, representing 20% of the start-ups currently in India (Narahari, 2021). The high concentration of young, tech-savvy urban professionals in Hyderabad represents a potential market for innovators and early adopters of Gogoro’s EV technology. 5. A partnership has been established with the largest gas-powered scooter manufacturer in India; this will lead to immediate brand recognition upon release of Gogoro’s future EV scooter offerings.

THREATS 1.

Though the Indian government has made efforts to reduce restrictions on foreign direct investment, market access trade barriers (such as tariffs and import restrictions) for foreign companies could make operating in India a challenge.

2. Indian consumers are extremely price sensitive. Per the International Trade Administration, companies attempting to enter India must evaluate whether they can sell at prices that Indian consumers are willing to pay (ITA, 2021). 3. Competitors are investing heavily in developing and expanding EV charging infrastructure in India. 4. Gogoro’s partner, Hero MotoCorp, is expected to release its first EV scooter in the coming months, well after other EV scooter competitors. As a result, market share may be harder to garner, given the incumbent options. 5. Hero MotoCorp retains partial ownership of Ather Energy, a plug-in EV technology, creating direct competition with Gogoro’s scooter manufacturer partner.

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CONSUMER ANALYSIS CONSUMER DEMOGRAPHICS

PEOPLE

INDIA’S

492M

2021

GENERAL DRIVING AGE RANGE (16-64)

URBAN POPULATION

331M

PEOPLE

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INEQUALITY & ACCESSIBILITY Accessibility to Gogoro’s services, and the Electric Vehicles they are made for, depends on income, accessibility to technology, and proximity to areas where the electric grid can support EVs on a wide scale. India is among the most unequal populations in the world, where the top 10% and 1% of the Indian population hold 57% and 22% of the national wealth (JC, 2021). India’s net per capita national income in 2022 was 150,000 rupees, with average salaries ranging from 96,960 to 1,176,000 rupees per year. (Kanwal, 2022) Considering this economic disparity, Gogoro would primarily market to urban populations with high density of young professionals earning salaries at the middle to higher end of that spectrum. Although there is high inequality in India, accessibility to technology is high. To utilize a Gogoro scooter, consumers need only have access to a mobile phone as the scooter’s key, or to utilize a battery-swapping service subscription. This poses little issue to Gogoro’s target consumer base, as India’s number of mobile subscribers was 1.2 billion in 2021, 750 million of whom are smartphone users (Statista, 2022).

CONSUMER NEEDS AND WANTS COMMUTE INFORMATION

The popularity of scooters in India is made clear in terms of urban transportation. India’s urban population has a relatively short commute- with 70% of urban Indians traveling less than 10km, or 27 minutes, for work and education (Statista, 2019). SCOOTER RANGE

Offering electric scooter ranges spanning 85km to 170km, leveraged by a vast network of quickly swappable batteries, urban commuter transportation needs could be easily met and enhanced with Gogoro’s products and services (Gogoro, n.d.). Considering the high density of Indian cities, strategically placed battery swapping stations placed along major routes and residential areas would make life with an electric scooter more convenient. For comparison, gas-powered scooters have around 6 liters of fuel capacity, and average 50 kilometers per liter- resulting in an expected range of 300 kilometers. AVERAGE INCOME & AFFORDABILITY

In cities, average salaries are at the higher end of the net income spectrum- such as Mumbai’s average annual salary at 546,000 rupees, or Bangalore’s average of 726,000 rupees (Soucy, 2021). Gogoro’s cheapest 85km capable scooter- the roughly 138,000-rupee Viva Basic, would cost a large%age of income, especially compared to a new gas-powered Suzuki access 125 at a cost of 64,830 rupees, or a 70,600-rupee Honda Activa 6G. The range and cost disparities will be much easier for prospective EV buyers in India to overcome with the 40 to 50% FAME II import incentives. Although the cost will still be higher than an average new ICE-powered scooter, the higher-range 170km capable Gogoro offerings become more achievable in the Indian scooter market with a lower price premium. With 90% of surveyed target consumers willing to pay up to a 20% premium for an EV, electrified scooters of all ranges become viable options in the Indian market (Press Trust of India, 2021). Estimating annual running costs for an internal combustion-powered scooter vs an electrified scooter is where Gogoro’s value proposition shines for its target demographic. Filling a gas-powered scooter with a 6-liter tank would cost roughly 677 rupees. A yearly commute distance under India’s 6-day work week traveling 10-20km per day would amount to an annual cost of $7,032 to 14,065 rupees. Compared to Gogoro’s battery-swapping Flex plan subscription service costing 319 Taiwan Dollars, or 829.99 Rupees, the annual cost would amount to 9,960 Rupees. PAG E | 1 4

ADOPTER GROUPS During the three year period this marketing plan covers, Gogoro is expected to tap into four adopter categories: Innovators, Early Adopters, Early Mainstream, and Late Mainstream.

INNOVATORS & EARLY ADOPTERS

The individuals most likely to fall into the 16% of new product Innovators (2.5%) and Early Adopters (13.5%) are younger urban professionals seeking to travel in a more environmentally conscious way. The lifestyle changes and learning curves for EV operation are increasingly simple for these groups often working in rapidly growing tech sectors. These urban professionals are likely to utilize home charging solutions as well as battery swapping stations, and Gogoro battery swapping stations would likely be limited in the early stages of market penetration. It is arguable that Innovators and Early Adopters are already well into purchasing and using EVs, as electric vehicles in 2022 alone are expected to exceed total EV sales for the prior 15 years- or 1 million units (CNBC, 2022).

EARLY MAINSTREAM

As more electrified scooters and battery-swapping stations appear on India’s roads, Early Mainstream consumers are likely to enter the EV market. Thanks to Innovators and Early Adopters, growing Gogoro’s product popularity and brand recognition would ideally make it the go-to product for this adopter group. Although the costreducing EV purchase incentives may be in flux, economies of scale through innovation and increased production and revenue from established swapping stations should help manage Gogoro’s operating costs and product affordability. Individuals comprising this group are a wider age range of professionals and urban consumers who may or may not have access to home charging solutions.

LATE MAINSTREAM

Continued growth and adoption of Gogoro’s products and services, the widespread implementation of battery-swapping stations, and the realized benefits of reduced emissions in urban areas would fully communicate the value proposition of Gogoro to the Late Mainstream adopter group. At this point, Gogoro battery swapping station implementation would be well underway, and the need for home charging would be very low, maximizing demand for Gogoro’s swapping subscription services.

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MARKETING MIX

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PRODUCT •

World’s first solid-state swappable battery for ePTW.

•

Monthly subscription to access the Gogoro Network of GoStations for swapping batteries.

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Compatible with Gogoro scooters as well as other partner manufacturers built to operate with Gogoro swappable battery.

•

During the battery swap process, GoStations perform a diagnostic test on each battery to ensure functionality and provides the consumer with a fully charged battery.

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Batteries are approximately ten pounds and are designed with an ergonomic handle for ease of swapping at GoStations.

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The handles on the battery are neon green to align with Gogoro branding.

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The batteries provide a range of 70-150 kilometers based on various factors (e.g. speed, weather conditions, terrain).

PRICE •

Consumers can purchase Gogoro scooters; however, Gogoro swappable batteries are only available via a month-to-month, subscription, or flex-plan models.

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There is a discount for consumers who choose to sign up for an 18-month contract.

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The flex-plan offers consumers the lowest per-month base-cost, but also includes an additional fee based on battery usage.

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The month-to-month and subscription costs vary based on whether the consumer opts for the ability to swap a single battery or multiple batteries at a time. The cost for the flex-plan option does not vary based on single versus multiple battery swaps at a time.

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Consumers are offered a 20% discount for visiting GoStations marked with a green pin on the Gogoro mobile app, signifying a GoStation using comparatively low energy at the time.

PRODUCTION •

Gogoro manufactures bikes and partners with other ePTW manufacturers to offer consumers the Gogoro battery swapping technology.

•

Some of the primary Gogoro channel partners include YAHAMA, Aeon Motor, PGO, ePeady, eMoving, YADEA, Haojue, and Hero MotoCorp. YAHAMA, Aeon Motor and PGO are the primary channel partners in Taiwan. Hero MotoCorp is a recently established channel partner in India.

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There are over 2,200 GoStations across Taiwan primarily located in shopping centers, convenience stores, parking lots, and gas stations.

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A component of the partnership with Hero MotoCorp, Hero will install GoStations in cities across India.

PROMOTION •

Much of the recent Gogoro advertising has come in the form of public relations, press releases, and new publications of the various partnerships the Company has been establishing.

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After Gogoro’s initial public offering (IPO) on Nasdaq under the Global Select Market sector, Horace Like – Gogoro founder, chairman, and CEO – has appeared in interviews where he discusses the Gogoro technology and opportunities for continued growth.

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Gogoro has a YouTube channel with over 15,000 subscribers and a Twitter handle with over 115,000 followers. Across these media, Gogoro advertises their products and releases updates on company developments. PAG E | 1 7

MARKETING OBJECTIVES With Gogoro expanding its business model and introducing its innovative sustainable battery swapping technology and infrastructure to an emerging market, the company is planning to meet the following marketing objectives over a three year span. GROWTH OF BAAS SUBSCRIPTION PLAN

Although Gogoro is renowned for developing its swappable solid state battery technology, the company provides a fully vertical integration of products and services to deliver an economical, sustainable and convenient transportation model. While Gogoro develops its own ePTWs and batteries to battery swapping stations (GoStations) and digital app platform, long-term growth and profitability will be driven by its Battery-as-a-Servive (BaaS) subscription plan. Gogoro’s objective is to grow its BaaS subscriber base to 200,000 active monthly subscribers in three years. The subscription business model is not a new concept for the company, as Gogoro launched a BaaS subscription plan in its initial market in Taiwan. Within five years of launching its service, Gogoro amassed 450,000 subscribers (Gogoro, 2021). In that time, there was a network of over 2,000 GoStations deployed throughout the country. In India, Gogoro aims to increase the deployment of its swapping stations throughout populous urban cities. To provide additional insight, the urban population and its PTW market is much greater than the Taiwanese market – Taiwan has 14M PTWs, compared to 165M PTWs on the road in India. With the tailwinds from national political policies, popular opinion, and financial incentives, Gogoro will grow its presence in India. POSITION GOGORO AS THE INDUSTRY LEADER IN EPTWS AND SUSTAINABLE TECHNOLOGY

While Gogoro has a unique proposition to propel the current EV industry in a new direction with its battery swapping technology and infrastructure, the company’s goal is to become the industry leader not solely for ePTWs, but for the entire EV market. In urban environments, Gogoro’s battery swapping infrastructure will allow users to commute in a sustainable manner, all without worrying about charging their PTWs or filling gas. The battery infrastructure, ease of use, and affordable subscription service will change the perception of what an urban EV lifestyle can be. As Gogoro continues to expand its technology in India and other markets, the company is seeking to build its brand cachet. The goal is to have consumers refer to Gogoro when they think of ePTWs and battery swapping, analogous to Tesla’s reputation as the industry standard for EVs. In order to meet this goal, it is vital to execute the marketing strategy and production/ installation of its battery swapping ePTWs and GoStations to ensure maximum visibility and availability/access.

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POSITION GOGORO TECHNOLOGY AS A LIFESTYLE BRAND

Battery swapping stations and ePTWs are positioned to not only provide a competitive priced transportation method, but also to usher in a new sustainable EV lifestyle in urban markets. As Gogoro develops its status as the industry leader in ePTWs, it can leverage market segmentation strategies to build Gogoro’s reputation as a lifestyle brand. Gogoro can appeal to consumers through psychographic segmentation, whereby the company and its products present themselves with a focus on: •

Sustainability

•

Environmentally friendly

•

Modern appeal

•

Ease of use

•

Convenience

•

Cost effectiveness

The targeted consumers who value these points reflect their appeal to this type of lifestyle brand, especially in urban environments. These points also can be used to create desirability at a competitive price point to provide an angle of practicality to this lifestyle brand. Consumers will be proud to show their use of Gogoro products and services to reflect their choice to help the environment, and act as a trendsetter in this emerging ePTW segment. Conversely, when the general public views users of Gogoro products and services, the brand and its lifestyle appeal to new potential users can be accomplished through the Five A’s: awareness, appeal, ask, act and advocacy. 1.

Potential customers are aware of Gogoro

2. The products, services, lifestyle and brand are appealing 3. They now ask about more details of the product and services 4. The consumer acts to purchase 5. The consumer advocates their new Gogoro products and lifestyle to others

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MARKET PLAN IMPLEMENTATION RECOMMENDATIONS

MARKETING CHANNELS INDIA DIGITAL MEDIA PLATFORMS

Social media activity across India is overwhelmingly focused on Facebook and its related applications; most notably, over half a billion active WhatsApp users stay connected through the application. India’s social media users flock to Instagram and YouTube, as well as Indian-owned company HotStar, aligning with the global trend of user-generated content (Statista, 2022). Considering Gogoro’s target market of young urban tech-savvy professionals, Gogoro can execute a digital marketing strategy to advertise on the mainstream social media sites (Facebook, Instagram, Twitter, and YouTube), all of which can target advertisements to prospective EV users. PRINT MEDIA CHANNELS

With over 100,000 different publications, and hundreds of millions of papers printed daily, Indian print media is still in high circulation- primarily in the Hindi language (Bonea, 2022). As access to internet continues to grow, print media consumption tends to flatten out and eventually fall, but print media is still dominant across India, especially in rural areas where people depend on broadcast and newspapers as news sources. That said, India’s newspaper industry is a worldwide anomaly- managing to stay relevant and returning to 90% circulation levels following the Covid-19 pandemic. Examples among the top Indian newspaper publications are Dainik Bhaskar, Hindustan, Dainik Jagran, The Times of India, and Daily Thanthi. The most popular newspaper languages are Hindi, English, Telugu, Tamil, Malayalam, Marathi, Kannada, Bengali, and Gujarati. Considering the breadth of languages in India, print newspapers have been credited with increasing literacy rates across the country to 77.7% in 2021, compared to 64.83% in 2011 (theglobalstatistics, 2022). Based on the target demographic, print media advertisements are not in scope of the initial Gogoro marketing strategy for penetrating the Indian market, with the exception of tech-focused publications and magazines read by the target consumer.

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COMMUNITY ENGAGEMENT PLATFORMS

Although most media in India is controlled by large private companies, there is opportunity for advertisers to utilize state-run media for both advertising and community engagement. Such platforms include Doordarshan, a government-funded public service television and radio broadcaster. Although the potential exposure utilizing these platforms would be vast, the Hindi language-only broadcasting offered by these state-run groups is a limitation. Considering the target market of urban, cosmopolitan youth, Gogoro should not utilize these public platforms for advertisement, and instead advertise on more popular channels such as Sun TV and the STAR channel network. CHANNEL PARTNERS

As Gogoro enters the Indian market, it will be critical to focus and invest in building strong marketing channels to create a value delivery network. Through channel partners, Gogoro will be able to provide value to ePTW consumers while also expanding subscriptions to the GoNetwork. Channel partnerships are especially important, as Gogoro is a new entrant into the India market, and while they offer a quality product, consumer brand awareness is still being developed. For this reason, it is important to establish several partnerships to fortify its presence in India and expand brand awareness. Gogoro’s initial partnership with Hero MotoCorp is a great first step in its global expansion; however, we recommend allocating $250,000.00 of the marketing budget to evaluate and potentially develop channel partnerships with Bajaj Auto, TVS Motor Company, and Honda Motorcycle – other top PTW manufacturers in India. Much of the budget allocated for establishing channel partnerships will be dedicated to securing the resources necessary to analyze the potential channel partners. Through this analysis, Gogoro can make informed decisions as to which partners to pursue. Once the inventory of major alternatives is established, Gogoro will need to invest in the activities to encourage its target partners to engage in a relationship. This will ultimately result in a selective distribution approach which will allow Gogoro to manage the number of intermediaries bringing its battery swapping technology to market. While the Indian Government has reduced the barriers for foreign firms to make direct investments in the Indian market, we believe establishing joint ventures with Gogoro’s various channel partners is the most appropriate first step in its India expansion. Through joint ventures, Gogoro will be able to establish its brand in India while assuming less risk than a direct investment model. Of the various joint venture types, we recommend Gogoro adopt the joint ownership model. Joint ownerships are ideal as it would allow Gogoro to offer its proprietary battery technology strength to complement the manufacturing and brand awareness strengths of its channel partners. Given the complexities of entering a new market, coupled with legal considerations when establishing joint ownerships, Gogoro will need to secure consultative services to assist with its channel partner matters. These services will focus on both legal matters as well as general marketing insights relative to the Indian market. Therefore, an ample budget will need to be allocated for these thirdparty services. Specific budget allocation is detailed within the Budget Planning section below. To ensure the joint ownerships are successful, Gogoro must establish a marketing organization to support their Indian operations. Rather than simply rely on an export department, we recommend creating an international division tasked with understanding the Indian economy, culture, regulatory environment, and consumer behaviors. With this depth of focus on the Indian market, Gogoro will be able to strengthen channel partnership relationships as well as provide the most value to ePTW consumers. Further details are provided within the Marketing Organization section below.

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SPONSORSHIPS With Gogoro’s expansion into India, it will be important to establish strong public relations. Public relations, or PR, is defined as activities designed to engage the company’s various publics with the intent of building good relations with them (Kotler & Armstrong, 2021, 2018, 2016). While there are several activities that fall under the umbrella of public relations, we recommend that Gogoro should focus primarily on sponsorships. Through sponsorships, Gogoro will create brand awareness while also creating goodwill with the people of India. During the first three years of Gogoro’s expansion to India, we are recommending sponsorships with three primary entities. These sponsorships appeal to the sustainability efforts of the country, as well as the most popular sport enjoyed by the public. The first sponsorship we recommend is with Help Delhi Breathe. Help Delhi Breathe is a grassroots environmental sustainability movement which aims to educate and mobilize citizens to do what they can to help curb the air pollution epidemic within India (Kumar, 2018). Through awareness developed via Help Delhi Breathe, citizens become equipped to make more informed decisions about their daily lives to help drive down pollution. Investing in sustainability is a passion shared by both the people of India and Gogoro. Through small, incremental changes, the damage caused over decades of environmental neglect can begin to reverse. We recommend that Gogoro dedicate $250,000.00 annually over a two-year period to help build and grow awareness with Help Delhi Breathe. Further, we encourage Gogoro to work with Help Delhi Breathe to expand its initiative into Bangalore and Hyderabad. These large, metropolitan cities are also victims of high air pollution and could benefit from the awareness that Help Delhi Breathe brings to the public. Like Delhi, the populations in Bangalore and Hyderabad are largely techsavvy and educated – making these groups receptive to the tech-based education provided by Help Delhi Breathe. Through this sponsorship, Gogoro can show that its investment in sustainability is not simply a revenue opportunity, it is a passion that drives the company’s vision. Continuing with the public messaging focused on Gogoro’s dedication to sustainability, we recommend that Gogoro become a sponsoring member of the TiE (The Indus Entrepreneurs) Global Summit 2022 hosted by the TiE Hyderabad chapter. We recommend that Gogoro dedicates $200,000.00 to sponsor the 2022 summit with the option to extend sponsorship grants over the following two years. Per the TiE website, the organization’s mission is to “foster entrepreneurship through mentoring, networking, education, funding and incubation. With a focus on giving back to the community.” (About - TiE Hyderabad 2017) The TiE Global Summit is scheduled to occur in Hyderabad from the 12th – 14th of December 2022. The summit will focus on “future tech”, “new age entrepreneurship”, and “sustainability” (Rupesh, 2022). With sustainability being a key focus of the summit, we suggest pursuing the option to participate on a panel discussion to spotlight how Gogoro has used innovation to drive environmental sustainability. As a sponsoring member of the summit, Gogoro will be able build its brand awareness in one of the initial target markets in India, as well as build a network with entrepreneurs and innovators which could translate into partnerships in the future. Lastly, with the intent of creating a well-rounded perception of the company with Indian consumers, we believe it is important to create an association with the country’s most popular sport: cricket. This sponsorship will demonstrate Gogoro’s awareness of cultural influences that create excitement for the people of India. With part of the initial expansion focusing on the city of Bangalore, we recommend Gogoro sponsor the Royal Challengers of the Indian Premier League. PAG E | 2 2

We recommend Gogoro invest $250,000.00 annually starting in 2023 and continuing through the 2024 season. In exchange for the sponsorship investment, we suggest Gogoro ask that the Royal Challengers allow Gogoro to place its logo on the advertisements that flank the cricket field where the Royal Challengers play home matches, M. Chinnaswamy Stadium (Royal Challengers Bangalore 2022). Through the sponsorships with Help Delhi Breathe, TiE, and the Royal Challengers, Gogoro will be able to demonstrate its understanding of both the cultural and psychological characteristics affecting India consumers’ buying behavior. Understanding what matters to Gogoro’s consumers, not only based on a product offering, but also based on brand and social consciousness, enables the company to holistically engage with consumers and provide maximum customer value.

MARKETING ORGANIZATION Gogoro’s marketing organization is led by chief brand officer Kirk James, who currently manages the company’s global marketing, communications, and brand strategy. In order to best serve and market to Indian consumers, we recommend establishing an international division tasked with understanding the regulatory environment, economy, consumer preferences, and consumer behaviors in India. Hiring individuals with prior experience introducing U.S. or Taiwanese brands to the Indian market would help Gogoro navigate the barriers to market entry and local requirements for foreign companies. The recommended structure of the marketing organization would be to appoint a vice president of market expansion for India, who would report to Mr. James. The VP of market expansion would oversee a team of directors, who would oversee the following departments: 1) Planning and Finance, 2) Communications, 3) Channel Management (which includes management of partner relationships), 4) Information Technology, and 5) General Counsel. The proposed organizational structure is pictured below:

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BUDGET PLANNING With Gogoro expanding its business model and introducing its innovative sustainable battery swapping technology and infrastructure to an emerging market, the company is planning to meet the following marketing objectives over a three year span. Marketing Channel

App Update

Website Update

Social Media

Sub Channels

Year 1

Year 2

Year 3

In App Referral Design

175,000.00 $

App Development

435,000.00 $

End-user License Agreement

80,000.00 $

Facebook Ads

750,000.00 $ 1,000,000.00 $ 1,250,000.00

Instagram Ads

150,000.00 $

200,000.00 $

400,000.00

YouTube Ads

$ 250,000.00 $

150,000.00 $

100,000.00

Twitter Ads

100,000.00 $

100,000.00

Content Creation

75,000.00 $

75,000.00

TV Commerical Production

25,000.00 $

25,000.00

Live Linear TV Commerical Broadcast/Distrobution

105,000.00 $

105,000.00

In-Store Brochures

10,000.00 $

5,000.00 $

5,000.00

Magazine/Newspaper Ads

10,000.00 $

5,000.00 $

5,000.00

Digital Media

Print Media

Partner Management and Legal Team $ 1,250,000.00 $ 1,250,000.00 $ 1,250,000.00

Partnerships

Sponsorships

Industry Events TOTAL

3 YEAR TOTAL • PAG E | 2 4

Partner Developement

$ 250,000.00 $

250,000.00 $

Third Party Marketing Consulting

$ 500,000.00 $

200,000.00 $

Sponsorship Signage at M. Chinnaswamy Stadium

250,000.00 $

Help Delhi Breathe - Not For Profit

$ 250,000.00 $

250,000.00 $

Tie - Future Tech and Sustainability Summit Sponsorship

$ 200,000.00 $

AutoExpo 2023

60,000.00 $

$4,675,000.00

$3,865,000.00

250,000.00 250,000.00 -

$3,815,000.00 $12,355,000.00 *Prices shown in USD

FINANCIAL EXPECTATIONS

As a publicly traded company, Gogoro has a fiduciary obligation to increase the company's stock price. To accomplish this, we are setting an aggressive goal to sign up 200,000 Gogoro subscribers in the Hyderabad and Bangalore metropolitan areas in 3 years. We anticipate slow growth in year 1 due to the build-out and placement of the Go Stations. As awareness of the product and services increases, we anticipate large growth in year 2, followed by subscriber retention holding strong through year 3. Gogoro feels comfortable with these aggressive number projections since the company was able to reach 450,000 subscribers to its services in Taiwan in 2021 with revenue of $366,000,000 USD (Yahoo Finance, 2022). Since the company's SPAC merger in April 2022, the stock price has dropped to roughly $6.16 as of May 2022. With revenue targets of $500,000,000 in 2022 for the company, the addition of two India metropolitan areas would greatly increase the likelihood of hitting those targets. With the initial prices in India for the subscription set at $25 USD for the two battery subscription, $18 USD for the single battery plan, the “Flex Plan” at $9 per month with a 7.5% margin on overage fees on additional battery usage exceeding the base amount per month, we anticipate the ability to reach financial growth of upwards of $4,679,250 USD in revenue in year one, followed by $18,348,000 USD in year 2, and $36,696,000 USD by the end of year three in the Indian market. The SPAC merger brought in an estimated $550,000,000 in proceeds for the company allowing for a large marketing budget in India. Below is the recommended budget for the next three years (Shu, 2022).

SUBSCRIBERS & REVENUE OVER TIME

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MONITORING AND CONTROL PROCEDURES SUCCESS METRICS The Indian Gogoro expansion has set goals to bring on 200,000 active subscribers to the battery swapping service within three years. These subscriber numbers will be monitored in two areas. Revenue The finance department will review subscription sign-ups and incoming subscription revenue. Subscribers’ Usage Data from app usage will be reviewed on a monthly basis. Subscription revenue helps to determine Gogoro’s financial status, but app usage data will allow Gogoro to understand subscriber trends. For example, a two-battery monthly subscription will bring the company $40 that month, but if the subscriber does not log in to the app or use any Go Stations that month, the subscriber is considered stale and could be a candidate for churn. Using this data helps Gogoro target potential stale subscribers to push marketing channels their way to increase app and battery swapping activity. Monitoring and control must also come in the form of channel member management. While it is important to have robust processes to analyze and select channel partners, it is equally as important to have processes to ensure partners are performing and thus creating the most value possible for the customer. Specifically, Gogoro will need to measure performance of manufacturing, inventory levels, and sales quotas with its ePTW partners as these metrics will have a direct impact on GoStation subscriptions. A backlog or interruption in scooter manufacturing will delay the projections of new Gogoro subscription customers. Channel partners will need to be rated as top, middle, and low performers. If a channel partner is rated as a top performer, Gogoro must reward them and aim to expand its relationship. For the middle and low performers, Gogoro will need to invest in correcting the issues that are impacting the partner’s performance. While it is not an ideal scenario, Gogoro will need to be prepared to terminate relationships with partners that are consistently underperforming and unable to make corrective actions. It is important to recognize that poor channel partner performance will ultimately lead to a negative impact on customer value.

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Gogoro Smartscooter® — A ride like no other. (n.d.). Retrieved from Gogoro website: https://www.gogoro.com/ smartscooter/ Hero MotoCorp invests Rs 420 crore in Ather Energy. (2022, May 11). The Economic Times. Retrieved from https:// economictimes.indiatimes.com/tech/startups/hero-motocorp-invests-rs-420-crore-in-ather-energy/articleshow/ 88905149.cms Horton, C. (2015, December 7). Electric Scooters, and a Network. The New York Times. Retrieved from https:// www.nytimes.com/2015/12/08/business/energy-environment/electric-scooters-and-anetwork.html?searchResultPosition=1 India Population 2021 | Latest Population of India Statistics. (2021, October 8). Retrieved from The Global Statistics website: https://www.theglobalstatistics.com/india-population-statistics/ International Trade Association. (2021, October 22). India - Market Challenges. Retrieved from www.trade.gov website: https://www.trade.gov/country-commercial-guides/india-market-challenges JC, A. (2021, December 9). India amongst the most unequal countries in the world, says report. The Economic Times. Retrieved from https://economictimes.indiatimes.com/news/economy/indicators/india-amongst-the-most-unequalcountries-in-the-world-report/articleshow/88141807.cms?from=mdr Kanwal, S. (2022, March 16). India - national income per capita 2015-2020. Retrieved from Statista website: https:// www.statista.com/statistics/802122/india-net-national-income-per-capita/ Kotler, P., & Armstrong, G. (2021). Principles of Marketing (18th ed.). Harlow: Pearson Education Limited. Krishnan, M. (2022, April 19). Will the war in Ukraine delay India’s green energy transition? | DW | 19.04.2022. Retrieved May 11, 2022, from DW.COM website: https://www.dw.com/en/will-the-war-in-ukraine-delay-indias-green-energytransition/a-61511094 Kumar, R. (2018, March 14). Help Delhi Breathe and the people-powered movement to clean Delhi’s air. Retrieved from MobLab website: https://mobilisationlab.org/stories/help-delhi-breathe-clean-air-delhi/ #:~:text=Now%2C%20Help%20Delhi%20Breathe%20is Kumar, S. (2022, January 25). Taiwan-India ties ready to take off - Taipei Times. Retrieved May 11, 2022, from taipeitimes.com website: https://taipeitimes.com/News/editorials/archives/2022/01/25/2003772006 Livemint. (2022, February 20). These 9 cities have seen 2.5 times jump in EV charging stations in 4 months. Retrieved from Livemint website: https://www.livemint.com/news/india/these-9-cities-in-india-have-seen-2-5-times-jump-inev-charging-stations-in-4-months-11645368507835.html

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Majumdar, R. (2019). India. Retrieved from Deloitte Insights website: https://www2.deloitte.com/us/en/insights/economy/ asia-pacific/india-economic-outlook.html McGrath, M. (2021, November 1). COP26: India PM Narendra Modi pledges net zero by 2070. BBC News. Retrieved from https://www.bbc.com/news/world-asia-india-59125143 Narahari, R. (2021, March 27). The Rise of Hyderabad. Retrieved from Onero Institute website: https:// www.oneroinstitute.org/rise-of-hyderabad Official Website of Royal Challengers | RCB. (n.d.). Retrieved from Royal Challengers Bangalore website: https:// www.royalchallengers.com/ Ola Electric. (2021). Retrieved May 11, 2022, from olaelectric.com website: https://olaelectric.com/hyperchargernetwork Ola Electric India EV move, opens reservation for Ola Scooter. (2021, July 15). Retrieved from DataQuest India website: https://www.dqindia.com/ola-electric-india-ev-move-opens-reservation-ola-scooter/ Rupesh. (2022, April 11). TiE Hyderabad to host the world’s largest entrepreneurship meet “TiE Global Summit 2022.” Retrieved from Republic News India website: https://republicnewsindia.com/tie-hyderabad-to-host-the-worldslargest-entrepreneurship-meet-tie-global-summit-2022/ Soucy, L. (2021, July 27). The Average Salary in India for 2022 (Comparison, Outsourcing). Retrieved from Biz 3.0 website: https://biz30.timedoctor.com/average-salary-in-india/#salary-comparison Sun, S. (2021, March 15). India - urban dwellers daily commute distance 2019. Retrieved from Statista website: https:// www.statista.com/statistics/1103900/india-urban-dwellers-daily-commute-distance/ Taxation and Incentives in India. (n.d.). Retrieved from UK India Business Council website: https://www.ukibc.com/indiaguide/how-india/taxation-and-incentives/ Top 15 cleantech start-ups addressing climate change and energy access receive awards. (2020, February 12). Retrieved from DataQuest India website: https://www.dqindia.com/top-15-cleantech-start-ups-addressing-climate-changeenergy-access-receive-awards/ What’s convincing Indian middle-class to shift to electric scooters? (2021, November 13). Retrieved May 11, 2022, from Mint website: https://www.livemint.com/news/india/whats-convincing-indian-middle-class-to-shift-to-electricscooters-11636769687562.html Wolters Kluwer. (2020, March 12). Doing business in India. Retrieved from www.wolterskluwer.com website: https:// www.wolterskluwer.com/en/expert-insights/doing-business-in-india

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MARKETING PLAN

GROUP 1 Andy Inthavong Isabel Uy Micah Neustein Ryan Weiss Taylor Brown

Gogoro Marketing Plan

Articles inside

EXECUTIVE SUMMARY

SPONSORSHIPS

MARKETING ORGANIZATION

COMPETITIVE LANDSCAPE

MONITORING AND CONTROL PROCEDURES

COMMUNITY ENGAGEMENT PLATFORMS

CONSUMER ANALYSIS