探討寒舍集團之品牌策略

Abstract

兩岸關係急凍，大陸團客來台急劇下滑，陸客自由行相對穩定，在政策引導持續開放的走勢下，台灣各觀光飯店集團均鎖定商務客與自由行旅客經營，在空前競爭的產業環境下，寒舍集團可說是一支獨秀，維持高住房率及高單價，凸顯長期積累、鍛鍊出來的強健體質。 本研究以企業個案公司寒舍集團做為研究的對象，探討在競爭激烈的觀光產業環境下，企業如何利用品牌策略，定位精準的高檔藝術酒店、地點位於珍稀的精華區，藉由強化會員管理CRM，聚焦高端餐飲等作法，減輕行業不景氣所帶來的衝擊，並迅速地將加盟授權品牌經營累積而成的資源與能力，發展出在高端市場一路領先的自有品牌，並且提前布局市中心和風景區的精品旅館，迎向即將復甦、春暖花開的台灣休閒產業大未來！

Due to “frozen” cross-strait relations, tourist groups coming from the Mainland China have been massively declined. However, the number of mainland tourists as Free Independent Travel (FIT) stays relatively stable. Hotel groups in Taiwan generally aim at business travelers and FIT tourists, My Humble House Group outshines competitors under a context of ever-striving circumstances of this industry, remaining at high occupancy and high average rate, which displaying the Group’s solid constitution over a long-term cultivation. This thesis takes My Humble House Group as case study to deliberate how the company minimizes the impact causing by the depression of the industry by applying brand strategies, precisely positioning as high-end art hotels, locating in prime areas, strengthening CRM of hotel members and focusing on fine dining and beverage clientele. The company also efficiently accumulates experiences and resources from franchise operation to develop a leading private brand in the high-end market segment. Moreover, it takes a productive step to set up boutique hotels in city center and scenic area to prepare the upcoming blooming future of Taiwan tourism industry.