以組織變革理論探討墾丁凱撒飯店之營運轉型

Abstract

2008年開放大陸觀光，不僅開放了兩岸政治經濟的新局，同時也為如大旱之望雲霓的台灣觀光業開啟了新的契機，面對即將超過百萬來台的陸客，比起亞洲其他國家更為亮眼的14%觀光成長率(2009)，或是預估超過新台幣4,000億的入境及國內旅遊觀光商機，促使台灣飯店業進入戰國時期，準備進場的飯店新業主或是就地積極準備的飯店經營者，均在思考如何在這一波由量變轉而成質變的機會中搶佔先機，奪取市場制高點，但不管是新建飯店或是飯店改裝，對於標榜「人與石頭結合」的飯店來說，畢竟無法單由硬體完成一項贏的策略，需要在「以人為本位」的軟功夫強化自己的競爭力，尤其台灣飯店相較亞洲其他主要城市的表現一直低於市場的期待，該如何依據此次改變的機會，將飯店推向世界舞台的競爭，也是台灣飯店業的重要課題。 本研究以墾丁凱撒大飯店為案例，利用個案分析法、廣泛收集原始資料、初級資料，並佐以長時間(2007~2009)觀察，以了解個案的現況及發展歷程，再佐以整體政治、經濟變化的相關資料來分析墾丁凱撒，在2004年面臨品牌衰退時期所遭遇之問題，乃至硬體改裝後一系列的經營哲學改變、企業視野、企業責任及企業目標的轉換，乃至作業流程的更新及人力資源的深化過程而形成新的企業文化，並提升至新的品牌內涵，最後並創造優質服務及高營運績效的整體過程，再以相關國內外文獻的參佐，利用組織變革的E理論與O理論印證飯店業的成功組織變革，並希望提供給所有服務業的經營者，在面臨新進入市場或老店新開，在面臨激烈競爭，希望能突顯自我品牌確立，在從事業低潮希望能走到高峰時的一種新思考模式與切入點!

The opening to Tourists from Mainland China in 2008, not only opens up a new political economy prospect for both Taiwan and China, but also opens up a new opportunity for Taiwan’s tourism industry. It is like the first rain on the droughts.Facing over more than one million Chinese tourists that are coming to Taiwan, 14％ tourism growth rate in comparison to other Asian countries in 2009 and more than NT $ 400 Billion dollars in-bound and domestic tourism opportunities that facilitate Taiwan hotel industry to an intensive competitive era. Hotel owners/operators are all working hard on catching the best possible opportunity in this new business trend as well as on obtaining the leadership in this growing market. Regardless if it is a brand new hotel or a renovated hotel, the winning strategy is still emphasize on customer-oriented services, thus, they need to enhance their competitiveness by focusing on “Human'. The performance of Taiwanese hotels compare to hotels in other major cities in Asia are always lower than market expectation. It becomes very important for local hotels to take this greatest opportunity ever to boost Taiwanese hotels to the world-class competition.

We use Caesar Park Hotel, Kenting as a case study, to collect the first hand information and data, with observations over a long period of time (2007 – 2009), compile with political and economic changes for the same period to analyze how Caesar Park Hotel, Kenting encounter problems during its image down turn in 2004, and after its renovation and a series of change in management philosophy, in business vision , enterprise responsibility and business goal and yet to renew and update the operating process and deepen the procedure of human resources to form a new business culture, hence to promote a new branding, and to create an overall process of high-quality service as well as high operating performance. It also requires reference from domestic and international documentations.To take advantage of Organizational Change Theory of theory E & theory O to successfully demonstrate hotel industry’ transformation in the organization. Hopefully, this study can provide a new way of thinking as well as a brand new point of view to all service industry’s operators while entering a new market or re-opening an operation.