主題樂園產業關鍵成功因素初探

Abstract

由於國民所得與生活水準提升，改變民眾生活型態和價值觀念，自政府全面實施週休二日並積極推動國民旅遊後，國內旅遊市場漸趨熱絡，加上以觀光為目的來台之國外人次逐年增加，我國觀光形象已漸趨明顯，觀光產業亦同被視為與科技產業之21世紀明星產業。加上近期受政府計劃開放大陸人士來台觀光利多誘因，使得台灣旅遊市場大有商機，許多企業財團看好前景，紛紛投入或轉型經營觀光休閒事業。 1990年起觀光產業蓬勃發展，頃刻之間觀光遊樂產業經營者競相投資，致使國內旅遊市場趨於飽和狀態，但因主題樂園彼此之間同質性太高，僅能帶給消費者短暫娛樂刺激，無法讓遊客感受不同型態體驗；部分業者投入前未能規劃正確經營策略，除了本體資源不足，亦缺乏經營管理能力。 主題樂園為觀光遊憩型態之一，屬顧客導向的設施型產業，應不斷推陳出新才能符合遊客需求。近年來因國人休閒旅遊品質要求日益提升，對國內主題樂園相仿之機械遊樂設施缺乏重遊意願，紛紛轉赴國外觀光旅遊，使得主題樂園經營愈益困難。 台灣擁有豐碩的天然資源與多元化人文景觀，觀光發展潛力雄厚，惟因受限於地理環境，除了吸引國際人士來台旅遊，觀光遊憩產業經營仍以內需市場為主，業者如何擁有競爭能力，讓國人樂於留在國內旅遊，除應具備關鍵成功因素和內部核心資源能力，更需擁有獨特競爭優勢及開創獨特經營風格，才能在同業中獨佔鰲頭，歷久不衰。 本研究例舉娛樂業翹楚華特迪士尼公司所開發之香港迪士尼樂園，以及國內2006年台閩地區主要觀光遊憩民營觀光區遊客人次統計排名前2大之劍湖山世界與六福村主題遊樂園為探討個案，透過文獻理論、彙集資料、實地觀察，並採訪個案內部人員後，採質性分析方法，探究其經營關鍵成功因素，並予以逐一比較，建構主題樂園競爭優勢表，顯示個案競爭優勢強弱度。依研究結果，針對必須強化的關鍵成功因素，提出實務上建言，俾提供其他主題樂園業者評估本身經營條件和後續努力之參考；惟因經營者目前擁有之競爭優勢將隨時間與環境變遷而更動，產業關鍵成功因素亦非一成不變，因此建議國內業者借助迪士尼成功經驗和經營模式作為經營策略參考，讓遊客享有娛樂、創新、刺激、體驗感受，始能提升其產業競爭力，進而穩健成長，達到永續經營目標。

Due to the improvement of Gross Domestic Product and living standard, people's lifestyle and concept of value in Taiwan has changed. Ever since the government started the new rule of working hour on the basis of “two-days off per week” nationwide, as well as started to promote Taiwanese people’s travelling on weekends, the domestic tourism market has greatly grown. The number of foreign visitors focusing only for touring in Taiwan has been obviously increasing. The tourism industry has been considering as a kind of star industry as the scientic techonology industry. Besides, under the effects of the recent “open the gate for mainland tourisms into Taiwan” polocy, there are a lot of business opportunities in Taiwan’s tourism. Many enterprise conglomerates can see the optimistic visions, therefore they invest in or transfer their business into the tourism and leisure field one by one. The tourism industy of Taiwan has been flourishing since 1990. The entrepreneurs scrambled to invest amusement parks promptly.This sitution made the domestic tourism market business become saturated, also the high homogeneity of those theme parks can offer the tourists only temparary excitement, but failed to various experiences. Some operators couldn’t set correct running tactics up before their investing. So, not only resources, but also management is insufficient and undersupplied. Theme park is one type of tourism and leisure business, which belongs to customer-oriented facility industry. It should keep changing, renovating to meet the needs of tourists. In these years, owing to the raise of demands for high quality leisure and touring, people have no interest or willingness to revisit those similar machanical facilitated theme parks. They would rather to choose going abroad for tourism. Thus, it makes the running of theme park become more difficult. There are rich natural resources and diverse cultural sights in Taiwan, being highly potential to develop the tourism. But due to the limitation of geographical environment, purpose of developing tourism should focus mainly on domestic market instead of only trying hard to attract foreign tourists. So, the competitiveness of operators is important. They have to attract compatriots to tour inbound. In order to succeed this purpose, they not only should have key success factors and core resources capabilities, but they should equip with competitive advantage and unique style of running, then they can stay flourishing and keep winning the top position in this business. This research is taking the example cases of “Hong Kong Disneyland” which is developed by Walt Disney Company, and Tawain’s 2 theme parks named “Janfusun Fancyworld” and “Leofoo Village Theme Park”, which was claimed “top two” according to a nationwide survey of tourist visiting number in 2006 conducted by Taiwan’s tourism authorities. Doing this research is by way of using theories and documents from books and different writings, information collecting, field study and relevent persons’ interviews, then through the quality analyzing, careful research of those factors of their success and compare each item to draw out a table of those competitive advantages for the purpose of showing different degrees of their edges in each case. Based on research, I’m trying to make practical and useful suggestions focusing on key success factors in order to offer a reference for other operators to assess their own running conditions and following efforts. But the present advantages could change because of time-shift or environment-transform, so those critical factors could not be unchangeable. Therefore I recommend these prevaling experiences, for example, the Disneyland, to be good role models and references of successful running and management. The chief point is that the operators should let the visitors enjoy entertainment, renovation, stimulation and experiences, then the competitiveness of the tourism industry could really be boosted through this type of running, moreover, the whole business could keep growing steadily toward the goal of sustainable management.