後疫情時期台北中小型旅宿業者營運策略探討

Abstract

自開放陸客觀光及廉價航空興起，作為台灣首都的台北，開始湧入大量旅遊人潮，伴隨著大量資金湧入旅宿市場走向百家爭鳴時代。台北旅宿業者面臨紅海競爭同時又遭遇旅遊市場由陸客團體旅遊到亞洲自由行再到國旅客的需求劇變，2019年底的新冠疫情更是讓國內外旅宿需求雪崩式下墜。本研究自協助業者撐過旅遊停滯階段的營運策略中，汲取出減少開支、信任感培養、重心調整、資源整合，四大應對類型。分析發現，選擇適當應對策略的業者不僅在疫情間維持領地，也為市場復甦做足了準備。 當疫情陰霾散去，由疫情先驅地區的的旅遊市場發展趨勢中發現，旅客在旅遊決策時的關注點與疫情前大不相同。分析結果顯示，疫情加速社交文化轉變，讓旅宿業者的行銷大戰提前在網上開打。快速變動的疫情政策及社會局勢，挑戰著旅宿商品是否能靈活變動並保有彈性。而高通膨所帶來的經濟壓力雖然使旅客變得精打細算，但更在意旅遊品質是否超乎預期。除此之外，整體旅宿市場也出現四項疫情期間留下的「新常態」。勞力密集的旅宿業者面臨長期缺工的挑戰；非商務也非休閒的混合式旅行成為新的主流旅遊型態；旅客對於旅遊及住宿的追求不只是換個地方過夜，旅宿場域在旅程中所能提供的體驗價值以及對於社會環境所扮演的角色，都成為旅客期待能在旅程中自我實現的一部分。 在激烈競爭的台北旅宿市場中單打獨鬥的中小型業者，本研究建議把握三項營運策略方向。以體驗來重新定義旅客需求與界定市場區隔創造「清晰的市場定位」；面對旅宿業嚴重的缺工問題與民眾取得資訊的管道改變使得「智能數位轉型」已刻不容緩；以及在高度變化市場更應強調順應變化擁抱彈性的「敏捷式管理」。

With the opening towards Mainland Chinese tourists and the rise of budget airlines, Taipei, the capital of Taiwan, experienced a significant influx of tourists. This has led to a surge of funds entering the accommodation market, begin an era of fierce competition. Yet, they faced dramatic changes in tourist demands during COVID-19 pandemic, from serving Mainland Chinese tour-groups to independent travelers and domestic visitors. Furthermore, the outbreak at the end of 2019 caused a drastic decline in both domestic and international accommodation demand. This study analyzed the operation strategy of the accommodation providers during the traveling halt, and compiled 4 major response types: reduce expenses, rebuild employee and guest confidence, adjust operational focus and consolidate resources. Result shows that these providers not only survived the tourism slowdown but also prepared for the recovery of the tourism market. After the dissipation of the pandemic gloom, the development trends of the tourism market in the lead-impacted areas have revealed that travelers’ concerns in making travel decisions are vastly different from before the outbreak. The analysis shows that the pandemic has accelerated social and cultural transformations, prompting accommodation providers to launch their marketing battles online ahead of time. The rapidly changing epidemic policies and social situations challenge the adaptability and flexibility of the providers. Although the economic pressure from high inflation make travelers more budget-conscious, travelers are more conscious whether the travel experience exceeds expectations. Additionally, the overall accommodation market has witnessed the 4 “New Normal” trends lingering in post-pandemic. Labor-intensive providers are challenged by long-term labor shortages; hybrid travel, which combines business and leisure, has become a new mainstream travel pattern. Beyond a place to stay, travelers now seek for the value in experiential aspects and their role lodging in the social environment, both as their anticipated self-fulfillments during their journeys. In the fiercely competitive Taipei accommodation market, for small and medium-sized operators, this study suggests the following 3 major operational strategic directions. Firstly, redefine the market segments base on travel experiences to create a “Clear Market Positioning”. Secondly, considering the severe labor shortage and the changing of channels for accessing information by the public, ”Smart Digital Transformation” becomes an imminent process. Lastly, in a high-volatile market, emphasis should be placed on adaptive and flexible “Agile Management” that embraces change.