旅館業者因應疫情的經營發展策略-以R旅館為例

Abstract

自2020年初新冠肺炎（COVID-19）疫情爆發後，由於疫情迅速在世界各國之間擴散，因此各國政府均採取嚴格的國境管制措施，並禁止一切非必要的群聚活動，導致觀光相關產業遭受嚴重的衝擊。 個案R旅館自2013年5月開始營運，至2016年10月規模擴增至4個分館，所提供的住宿與餐飲服務一直深受旅客及媒體的好評，各分館的年平均住房率均超過90%。但自新冠肺炎疫情爆發後，由於國際旅遊業務停擺，觀光客人數銳減，導致旅館住房率自2月開始急遽下滑，營業額大幅萎縮，嚴重衝擊旅館的經營與發展。 有鑑於此，研究者首先進行外在產業分析，並盤點企業內在優勢與資源，然後對現有營運項目進行事業組合分析，在考量移轉成本及其他服務相關產業的成長性之後，提出差異化與多角化的轉型與競爭策略。

Since the outbreak of the new crown pneumonia (COVID-19) in early 2020, due to the rapid spread of the epidemic between countries around the world, governments of all countries have adopted strict border control measures and prohibit all non-essential group activities, which has caused tourism-related industries to suffer Serious shock. R Hotel has been in operation since May 2013 and expanded to 4 branches in October 2016. The accommodation and catering services provided have been well received by tourists and the media. The annual average occupancy rate of each branch has exceeded 90%. However, since the outbreak of the new crown pneumonia epidemic, due to the suspension of international tourism business, the number of tourists has dropped sharply, resulting in a sharp decline in hotel occupancy rates since February, and a sharp decline in turnover, which has severely impacted the operation and development of R Hotel. In view of this, the researcher first conducts external industry analysis, and takes inventory of the company’s internal advantages and resources, and then conducts a portfolio analysis of existing operating projects. After considering the transfer costs and the growth of other service-related industries, the researchers propose differentiation and Diversified transformation and competitive strategies.