傳統航空公司經營低成本航空事業之策略分析-以中華航空經營虎航為例

Abstract

近10年來，低成本航空如雨後春筍般的進入臺灣的天空，也為臺灣的空中運輸和休間型態帶來改變，族群年輕化、出國次數增加；而不僅在臺灣，低成本航空在全球各地對傳統航空業帶來衝擊與挑戰。 臺灣二大國籍航空，中華航空與長榮航空，在面對此一產業衝擊，分別採取不同的策略以因應。中華航空在2013年宣布與來自新加坡的新豐虎航合資成立低成本航空-臺灣虎航，正式進軍低成本航空巿場迎戰；而相反地，長榮航空則宣布不會進入低成本航空巿場，將專注於傳統航空的經營。然而放眼全球的傳統航空，不乏成立或收購低成本航空來因應此一趨勢與挑戰的業者。 本研究將以中華航空經營虎航為例，並分析其營業項目中的客運與貨運服務，以Michael Porter五力模型進行內外部環境和產業關鍵因素分析、另再以BCG 矩陣分析各業務項目所處的相對位置，最後再以企業核心能力來分析內部公司資源及能力是否符合產業關鍵因素，並試著探討後續之發展策略。

Over the past decade, low-cost Carriers have mushroomed fly into Taiwan's skies. It brings changes of the air transportation and leisure patterns, as well as the youth generation are increasing travel in the number of overseas trips. Taiwan's two major national airlines, China Airlines and EVA Air, have adopted different strategies to cope with the impact of Low-Cost Carriers. In 2013, China Airlines and Singapore Tiger Airways announced the establishment of Tiger Airways Taiwan as a joint venture to enter the low-cost carrier market, while EVA announced that it would not enter the Low-Cost Carriers market and would focus on full services carrier market. However, there are many low-cost carriers around the world that have been established or acquired in response to this trend and challenge. This study will take the case of Tiger Air operated by China Airlines as an example, and uses Michael Porter's five forces model to analyze the internal and external environment and industry key factors for its passenger and cargo services and discuss the follow-up strategy.