國境之南觀光休閒產業的競爭優勢與發展策略： 以屏東縣為例

Abstract

本研究引用Porter的鑽石模型做為理論基礎，探討屏東縣各項觀光休閒的競爭優勢對全縣觀光休閒產業發展策略之影響。文獻探討主題包括：屏東縣的歷史沿革與地理環境；屏東縣的觀光休閒產業與相關發展；競爭優勢的鑽石模型；以及地區與產業發展策略。研究者首先採取用量化的問卷調查方法，收集並分析屏東縣33鄉鎮市共782位居民，對於縣內觀光休閒產業競爭優勢及發展策略的看法。隨後，研究者邀請熟悉屏北地區、屏南地區及原住民地區之觀光休閒產業發展的行政主管或專業人士，進行質性研究的深度訪談，以補充量化研究之不足。

量化研究結果發現，「生產條件」可分為「觀光文史資源」與「農漁美食生產」；「需求條件」為單一變項；「企業策略與同業競爭」可分為「休閒文史活動」與「產銷通路發展」；「相關與支持產業」可分為「地產協力產業」與「活動協力產業」；「地方政治」為單一變項；「機會」可分為「在地產業延伸」與「聯外交通建設」；「發展策略」則可分為「區域合作」、「人才南引」及「跨界加值」。六大競爭優勢中之「機會」的「在地產業延伸」是影響發展策略的最主要因素。較特別是，屏北地區的「需求條件」和「活動協力產業」會抑制該區三大策略發展；原住民地區的居民則普遍認為，「企業策略與同業競爭」中的「產銷通路發展」越多元，越會抑制「跨界加值」發展，降低旅客親自到訪部落體驗的機會。

質性研究結果顯示，屏東縣未來應規劃以〝人民有感〞為本的發展策略，以帶動起當地觀光休閒的市場需求。唯有觀光休閒的市場需求大增，「活動協力產業」才會有著力之處。

This study adopted Porter’s diamond model to assess the competitive advantages and development strategy for the tourism and leisure industry in Pingtung County. This study addresses the historical evolution and geographical environment of this county, how the tourism and leisure industry has developed (specifically in terms of the diamond model), and regional and industrial development strategies. The researcher first collected and analyzed the perceptions of 782 residents from 33 townships in Pingtung County regarding the competitive advantages and development strategies of the tourism and leisure industry in the county. Subsequently, the researcher invited administrative directors and experts familiar with the development of the tourism and leisure industry in northern Pingtung, southern Pingtung, and Aboriginal areas to participate in in-depth interviews.

The results demonstrated that the “factor conditions” can be divided into “tourism-related cultural and historical resources” and “agricultural, fishery, and gourmet Production”; that “demand conditions” is a single-dimension variable; that “firm strategy, structure, and rivalry” can be divided into “leisure-related cultural and historical activities” and “development of production and marketing channels”; that “related and supporting industries” can be divided into “local cooperative production” and “activity cooperating industry”; that “government” is a single-dimension variable; that “opportunities” can be divided into “extension of local industries” and “outbound transportation construction”; and that “development strategy” can be divided into “regional cooperation,” “southbound talent migration,” and “cross-border added value.” Among the six competitive advantages, “extension of local industries” in “opportunities” was found to be the most crucial action item affecting the county’s development strategy. In particular, the “demand conditions” and “activity cooperating industry” could inhibit the three developmental strategies in the northern Pingtung area. In addition, residents in the Aboriginal area generally believed that more diversified “development of production and marketing channels” in “firm strategy, structure, and rivalry” would inhibit the development strategy of “cross-border added value” and reduce the likelihood of travelers visiting the tribes in person.

In summary, the Pingtung County government should adopt a development strategy based on “Let People Move” in the future to stimulate the market demand for the local tourism and leisure industry. Only when the market demand for tourism and leisure is sufficiently high will the “activity cooperating industry” become important