依資源基礎觀點探究旅館開發專案跨領域整合與競爭之商業模式-以C飯店集團為例

Abstract

觀光業的發展與成熟度，已是整體發展水準的重要指標，突破千萬的旅客人潮，也著實推了國內旅館產業發展一把，強勁的需求拉力也因此帶動觀光旅館投資商機。建設業、科技業、大型金控集團等，亦紛紛投入觀光產業競爭之中。 本研究主軸係以專案管理導入旅館籌設開發，並以C飯店集團開發案操作整合為研究主體個案，除蒐整旅館開發理論及資產開發相關觀點，並循資源基礎文獻之思路及論述，於商業模式架構下予以推演出跨領域整合之協作概念，本研究建構關鍵資源－內部資源、關鍵合作夥伴－外部資源、關鍵活動－內外部資源之整合介面，積極客觀地辨識出旅館籌設開發時間軸之中的整合瓶頸，透過介面提升效率並了解專案或任務執行時各專業或角色間之本位。 旅館開發專案的進程中，如何有效進行資源基礎整合、投資判斷校準、控制資本注入、縮短開發時程、提升整體開發效率，以期能在市場之中具備生存的競爭力，並控制投資與經營上的風險，於現今觀光產業態勢下，皆屬前端規劃之重要層面，進一步思考旅館開發專案議題，舉凡業主出資、設計規劃、設計整合、工程承造、工程監造、旅館營運等面向範疇，在開發過程中需介面整合處眾多、其複雜性亦高，本研究嘗試將一間旅館從籌備到營運，區分出「業主」、「設計－規劃端」、「設計－整合端」、「工程－承造端」、「工程－監造端」，與營運端等六大利害關係人，並採專案管理理論的範疇、組織、品質、成本、時間五要素，探究五要素間之取捨與平衡之策略。 本研究並設計專業訪談，客觀地發掘出重大環節及溝通介面所應相互回饋以及共識形成之機制，復以此角度構建出源於且貼近於實務之研究論述。藉由C飯店集團花蓮旅館籌設開發專案的分析，體現資源基礎整合的效率及重要性。

The development and maturity of the tourism industry have been crucial indicators for a country’s overall economic development. With tourist number exceeding 10 million, it has facilitated the development of domestic hotel industry. The strong demand for tourist accommodation has attracted tourist hotel investments and boosted related business opportunities. Construction firms, technology firms, and large-scale bank holding companies have all participated in the competition of the tourism industry. This study introduced project management into the planning and establishment of hotels and used the development project of C Hotel Group in a case study. In addition to collecting and compiling hotel development theories and asset development-related perspectives, we used a business model on the basis of the resource-based theory to derive a collaboration concept of interdisciplinary integration. An integrated interface of key resources－internal resources, key collaboration partners－external resources, and key activities－internal and external resources was constructed, and the integration-related bottlenecks occurred along the hotel planning and development timeline were objectively and actively identified. Through the constructed interface, the efficiency of hotel planning and development was enhanced, and the positions of all the involved roles during the implementation of the project and related tasks were determined. During the hotel development process, identifying methods to effectively integrate resources from a resource-based perspective, correct investment judgment, control capital investment, shorten development time, and increase the overall development efficiency is crucial to the front-end planning for a hotel group to possess competitiveness in the market and control investment and operation risks under the current status of tourism industry. The hotel group should further consider various topics involved in the hotel development project, including owner’s capital contribution, design planning, design integration, construction, construction inspection, and hotel operation. In short, the development process involves numerous topics that are complex and need to be integrated into an interface. Accordingly, this study identified six stakeholders from the process from hotel planning to operation, namely hotel owner, design－planning party, design－integration party, construction－builder, construction－inspector, and operator. In addition, we examined the five elements in the project management theory－scope, organization, quality, cost, and time－to investigate the strategies for making a trade-off or balance between the five elements. This study conducted interviews to objectively determine the mechanism for giving mutual feedback and reaching consensus on the major parts of the project and the communication interface. On the basis of the mechanism, we further constructed the research discourse that was derived from and close to the practical work. The analysis of the hotel development project of the C hotel group in Hualien, Taiwan demonstrated the efficiency of resource-based integration and its importance.