CW公司發展酒店式公寓的商業模式分析

Abstract

建築產業是基礎建設發展和城市化的基石。從土地開發、產品定位、客層區隔、規劃設計、價格定訂、房屋銷售、工程管理、完工交屋、興建收款、代書登記、代辦貸款以及售後服務等多項業務，期間若經過土地漲價與房市下修，建築產業的成本、土地成本加上房屋售價成本統合後，如逢景氣低潮，售價無法反應成本時，虧損產生的風險大。 酒店公寓作為一種融合酒店服務與住宅功能的新型業態，憑藉其穩定的現金流與較低的市場波動性，成為建築企業轉型的重要方向。本研究以CW公司為例，通過外部環境分析（PEST與波特五力模型）與內部資源能力評估（價值鏈、SWOT分與VRIO架構分析），提出其酒店公寓業務的商業模式優化方案。研究結果表明，CW公司聚焦桃園航空城，打造複合型酒店公寓，並通過數位化運營與多品牌戰略實現全台佈局。而酒店及酒店公寓屬於建築產業鏈後端營運管理，相對其市場波動較少，雖然獲利不高，但較為穩定而且可以產生一定的現金流。因此在建設產業有正常獲利的狀況下，往往會去思考企業第二成長曲線，試圖發展建築產業鏈延伸，找到具有穩定長期合理的報酬性質產業，建立一套商業模式，期待能夠分散風險，避開景氣波動的循環，在長期的穩定中得到合理的報酬，淡化經營的風險。並以既有的技術及資金及管理能力在建築產業鏈上來進行長尾效應的發揮。 因此選定CW公司發展建築產業鏈的商業模式來進行研究，希望能夠透過內部能力的透視及外部環境的分析找出一條途徑能夠進行正確客觀的分析，做出第二曲線正確的決定。

The construction industry is the cornerstone of infrastructure development and urbanization. From land development, product positioning, customer segmentation, planning and design, price setting, house sales, project management, completion and delivery, construction collection, notary registration, loan agency and after-sales service, if the land price rises and the housing market falls, the cost of the construction industry, the land cost and the house price cost are integrated. If the economic downturn occurs and the price cannot reflect the cost, the risk of loss is high. Hotels and hotel apartments belong to the back-end operation and management of the construction industry chain. Compared with the market, they are less volatile. Although the profit is not high, it is relatively stable and can generate a certain cash flow. Therefore, when the construction industry has normal profits, it often thinks about the second growth curve of the enterprise, tries to develop the extension of the construction industry chain, finds an industry with stable, long-term and reasonable returns, and establishes a business model, hoping to diversify risks, avoid the cycle of economic fluctuations, get reasonable returns in long-term stability, and dilute the risk of operation. And use the existing technology, funds and management capabilities to exert the long-tail effect in the construction industry chain. Therefore, we selected CW Company’s business model for developing the construction industry chain for research, hoping to find a way to conduct a correct and objective analysis through the perspective of internal capabilities and analysis of the external environment, and make the right decision for the second curve.