臺灣國際觀光旅館與國際連鎖酒店集團夥伴關係維持之探討

Abstract

民國70、80年到至今，臺灣許多國際觀光旅館業主，陸續以提供資金或土地的方式向美、日等國之國際連鎖旅館集團協議旅館管理相關技術的支援，通常是以管理契約(Management contract)或特許加盟(Franchise)等方式簽約，並支付總營收(Gross Revenue)之一部分比例為報酬。然而，在民國90年代初期，亦有一些當時簽署管理契約的業主提前與國外酒店集團解約，本研究欲探討臺灣業主在選擇合作夥伴之前與簽訂契約之後，業主應先行的諮詢作業及雙方應先進行的溝通，才能讓此管理契約發揮效果並能創造雙贏的結果。 本研究以臺灣國際觀光旅館中曾與國外連鎖酒店集團簽署管理契約的旅館為研究對象，排除以連鎖加盟方式與國外連鎖酒店集團合作的旅館。藉由閱讀相關文獻與與臺灣旅館管理顧問業者的人員，以整理出本論文研究架構，並發展出本研究探索性訪問的訪談題綱，藉以對臺灣國際觀光旅館業者進行深度訪談。 研究命題依據深度訪談臺灣三家知名國際觀光旅館，在選擇合作夥伴的考量因素以對方的資源與能力為重，包括國際行銷能力、業務推廣能力與品排名度等；合作的過程中，合作的雙方來自不同的國家與企業，故執行跨文化管理與建立信任關係有助於提升合作期間執行經營策略的效率與效果；而定期評估中的財務績效若長期表現不佳，則影響業主對此管理契約模式的滿意度，因其實際所得效益與預期效益有嚴重落差，並導致管理契約模式的持續與否。

During 1980 to 2000 there were many Taiwan International Tourist Hotel owners asking the International Hotel Group to provide the support of hotel management relative techniques by paying parts of Gross Revenue to them. Both of the two parties often sign the management contract or franchise for their future cooperation. However, some contracts were broken in the early or middle of contract period. This research aims at finding the consultative and communicative activities before signing the contract. By taking the Taiwan International tourist hotels entering the management contract with the International hotel group for case study, the research structure of the thesis was build by reading relative literatures, collecting news data and interviewing the former V.P. of the Landis-institute. Then we develop the interview questions those are needed in the research. The research result reveals that Taiwan owners emphasized on the resource and ability of the other parties, such as international marketing ability, sales promotion and brand image when choosing the partner. Implementing cross-culture management and building trust relationship could increase the operation efficiency and benefits. However, Taiwan owners will break the management contract if the long-term financial performance continue being weak.