COVID-19疫情下旅遊產業的危機應變與轉型變革： 雄獅旅遊集團個案研究

Abstract

台灣雖然只有2500萬人口，但隨著政經環境與所得增加，到2019年已創下出國1710萬人次的新高，且高達8077億的海外旅遊消費，擠進全球前10大旅遊人次。而2019年全年來台旅客達1,184萬人次，觀光外匯收益也超過新台幣4,000億元。台灣觀光產業總體環境隨著政府推動觀光發展政策及外來觀光客的興起湧進，造就孕育而生的蓬勃發展。但觀光產業涵蓋食、宿、遊、購、行，也是服務業聘雇員工數最多的產業，瞬間在2020年無預警地發生COVID-19逼迫著全世界封鎖國境，讓台灣旅行業一夕之間收益全數歸零。國內觀光旅遊業在2020年4月公布業績只能以「慘」字形容，旅行社及飯店業營收都出現雪崩式下滑，衰退幅度達90%以上，此時如何保住員工，股東權益與企業存續正考驗著領導人的應變能力！ 台灣的旅遊業者在面對疫情時代的市場驟變，紛紛著手進行產業轉型大計。本研究藉由國內最大的旅行業者雄獅集團為個案分析，在當下的動盪中積極的「跳高轉型」，以因應未來新的旅遊型態作準備，並結合文獻學者們所提出(C-SOP架構)、(企業變革八步驟)、(雙元性組織變革)與(策略轉折點)的理論基礎，來探討企業各項轉型變革的策略運用與創新模式，以檢視組織調適過程中的人員偕同績效。 雄獅集團進行多角化跨域轉型改革，初期宣示天助自助、提虛降實、增營收降費用、人員就地整編等，並祭出求生四支箭：政府對話、擴大國旅、雄獅嚴選、餐飲事業等，接續將公司策略定為生活休閒產業集團，開始成立各03功能性辦公室，並與各級政府積極對話期能提供建言，以為臺灣觀光休閒產業的未來策略發展，提供有效可執行的專案。並透過全台密集考察後也衍生Regional Hub的新場域營運模式，藉由7大目的地的深耕經營已展現各觀光圈的整合效益！

Although Taiwan, as an emerging economy, has a population of only 25 million, the political liberalization, economic growth, and the government’s support have helped its tourism industry prosper. For example, it’s outbound passengers had reached the record high of 17.1 million by 2019, and its overseas tourism consumption hit 807.7 billion, among the global Top 10. Meanwhile, the number of visitors to Taiwan had reached 11.84 million, bringing more than NT$400 billion of foreign exchange earnings during 2019. Tourism includes food, accommodation, traveling, shopping, transportation, which contributes the most employment in the service industry. Nevertheless, the sudden outbreak of COVID-19 in 2020 has forced the world to close the borders, impacting Taiwan's tourism industry severely. The revenue of Taiwan’s travel agencies and hotels has experienced the most sharp decline of more than 90% , which can only be described as 'miserable'. As such, how to protect the employees, shareholders’ rights and corporate’s survival is a great challenge for corporate leaders. In response to the vital challenge of COVID-19 pandemic, whether to stay calm and wait for the pandemic ending, or to aggressively work on the corporate transformation becomes a dilemma to Taiwan's travel agencies. Therefore, drawing on the theoretic perspective of dual organizational transformation and C-SOP framework, this research adopts the case of the Lions Group, the largest travel agency in Taiwan, to explore how a leading company of the tourism industry can undertake the corporate transformation successfully in face of the strategic turning point to mitigate the unexpectedly severe impact of Black Swan Incident. In sum, this research found that the Lion Group has carried out a diversified and cross-domain transformation. In the initial stage, rooted in the spirit of “god helps those who help themselves”, the Lion Group works on the strategy of “increase in virtuality and decrease in reality” to increase revenues and reduce costs by shutting down lots of its physical retail stores, moving the sales and customer service activities online, and reorganizing slack personnel on the spot. Besides, the Lion Group launches four arrows for survival: (1) communication with the government, (2) expansion of domestic traveling, (3) the Lion’s Select, and (4) catering business. With the four strategic arrows, the Lion Group aims to transform itself from a pure travel agent to become a life-and-oriented group. In order to this, the Lion Group sets up the “03 functional offices” to engage in active dialogues with governments at all levels for effective advices for the future strategic development of Taiwan's tourism and leisure industry and project to execute. After intensive due diligence on Taiwan’s traveling ecosystem, the Lion Group has established a new field operation model of the Regional Hub , intensively operating at 7 major destinations to integrate the benefits of various tourism fields. All of these strategic actions gradually bring the Lion Group out of the pandemic dilemma and on the way back to the glory!