台灣國民旅遊之事業經營策略分析 —以L公司為例

Abstract

本研究主要係透過對台灣國民旅遊消費型態與發展趨勢，分析台灣國民旅遊產業的現況及經營競爭態勢。透過五力分析、企業能耐分析及競爭策略分析為分析工具，探討L公司如何憑藉著公司的核心能力與競爭優勢，提出L公司各項產品組合的事業經營發展策略。 研究結果顯示：  團體套裝旅遊：應以成本領導策略為主軸，並發展創新、高毛利產品，加大與競爭者的市佔差距。  客製化團體旅遊：採取差異化策略，以核心優勢之跨界整合力，發展差異化服務元素。  元件自由行：採取特定目標成本集中化策略，透過技術建立進入障礙。

Mainly through the analysis of the business competition of Taiwan’s local tour consumption patterns and development trends, by Five Forces Analysis, Analysis of Enterprise Ability Analysis and Competitive Strategy. Analyze how L Company puts forward its own business development strategy based on its core competitive advantage. Research shows:  Group Package Tour:：The cost leadership strategy should be the main axis, together with innovation, high margin and increased market share.  Customized Tour：Differentiation strategy, Cross-border integration, differentiated services.  Free & Easy FIT Tour：Centralization of costs and establish barriers to entry through technology.