立足台灣、放眼世界-後疫情時代旅遊業轉型發展策略探討-以L公司為例

Abstract

2020年開始新冠疫情大爆發，不僅僅影響所有人得生活步調，更重挫全球旅遊觀光產業，許多仰賴觀光產業的國家經濟更是嚴重受創，原先觀光勝地的景點頓時變成空城。本研究探討疫後旅遊的發展趨勢及觀光經濟的蛻變，如何打造新商機創造服務新體驗，吸引重視質感的族群，提升觀光旅遊產業自身再升級。 本研究以個案公司雄獅集團作分析探討，目前因疫情影響與其他旅遊業者在此困境下，紛紛以改變組織型態，更新公司策略及強化本身所不足處來因應此次疫情所帶來的衝擊。透過分析及了解雄獅旅遊過往所處的環境（國際及國內）及其所擁有的資源，分析目前主要競合、能力、短期策略、長期策略來探討是否有利於疫情下的公司生存及轉型，並給予旅遊業者參考與建議。 以雄獅個案作分析如下：探討雄獅所處的產業，總體環境，及主要的競爭對手、內部資源，能力及策略活動、事業組合，及主要事業的競爭策略及做法。 本研究分析，個案公司在疫情期間透過營運資源與能力以全球佈局領先市占率、全方位通路和多元性產品及360度行銷、整合供應商與異業結合，整合生態系4大策略定位，可透過執行一連串不同活動，以創造本身獨特而有價值的地位。 個案公司成長策略包含：可以分成價值活動垂直整合、產品事業多角化、在地化經營等三個主軸。雄獅的服務範圍包含從旅遊到餐飲、通運及人力育成、供應商垂直整合的等主要的價值鏈，以創造集團在產業界的競爭優勢。將旅遊產業逐步轉型為生活產業集團，不只整合食、宿、遊、購、行等多方資源外，多角化經營可將核心能力複製到相關產業，雄獅品牌效益高，是投入新事業的最大利基。透過提升國旅品質，推動永續觀光、在地創生及鐵道觀光擴大台灣旅遊的豐富度，創造獨特性、差異化的旅遊商品。 當減碳成為未來趨勢，旅遊業如何在消費者需求與綠色環保上做到永續的經營，並以公司的競爭優勢與適當的經營策略，再創旅遊新價值，在「後疫情」時代乘風破浪，再創高峰。

The outbreak of the new crown epidemic in 2020 will not only affect the pace of life of all people but also hit the global tourism and tourism industry. Many countries that rely on the tourism industry have suffered serious economic losses, and the original tourist attractions have suddenly become empty cities. This study discusses the development trend of tourism and the sharp changes in the tourism economy after the epidemic, how to create new business opportunities, create new service experiences, attract groups who value texture and upgrade the tourism industry itself. This research analyzes and discusses the case company Lion Travel Group. Currently, due to the impact of the epidemic and other tourism operators in this predicament, they are changing their organizational forms one after another. Update the company's strategy and strengthen its own shortcomings to cope with the impact of the epidemic. Through analysis and understanding of the environment (international and domestic) that Lions travel in the past. And the resources it has, analyze the current main competition and cooperation, capabilities, short-term strategies, and long-term strategies to explore whether it is conducive to the survival and transformation of the company under the epidemic, and give tourism operators references and advice. The case of the male lion is analyzed as follows: discuss the industry, the general environment, and the main competitors, internal resources, capabilities and strategic activities, business portfolio of the male lion, and competitive strategies and practices of major businesses. According to the analysis of this research, during the epidemic period, the case company used operating resources and capabilities to achieve global market share, Omni-directional access and diversified products, 360-degree marketing, integration of suppliers, and cross-industry integration, and integration of four major strategic positions in the ecosystem. A unique and valuable position can be created by performing a series of different activities. The growth strategy of the case company includes three main axes: vertical integration of value activities, product business diversification, and localized operation. The service scope of Lions includes major value chains ranging from tourism to catering, transportation and manpower development, and vertical integration of suppliers, in order to create the Group's competitive advantage in the industry. Gradually transform the tourism industry into a life industry group, not only integrating multiple resources such as food, accommodation, tourism, shopping, travel, etc., The diversified operation can replicate core competencies to related industries. Lion Travel brand has high benefits and is the biggest niche for investing in new businesses. By improving the quality of international travel, promoting sustainable tourism, local creation, and railway tourism to expand the richness of Taiwan's tourism, and create unique and differentiated tourism products. When carbon reduction becomes the future trend, how can the tourism industry achieve sustainable operation in terms of consumer demand and green environmental protection? And with the company's competitive advantages and appropriate business strategies, it will create new tourism value, ride the wind and waves in the "post-epidemic" era, and create new peaks.