從房子到產業：澎湖旅宿業的跨界模仿現象與觀光業的藍海策略轉型

Abstract

澎湖旅宿業近年來快速發展，旅宿業者普遍採取由住宿本業延伸至旅行社、遊程、票務與租車等橫向整合策略，形成所謂「一條龍服務」。然而在缺乏專業分工與策略規劃的前提下，反而造成服務同質化、市場過度競爭與經營效率下降。此種現象雖被視為因應淡旺季波動與市場需求的自然選擇，實際上卻反映出地方產業對核心能力培養與價值創新的忽視。 本文結合理論分析與實務觀察，透過波特五力分析指出澎湖旅宿市場競爭者密度過高、產品差異性不足、旅客資訊過於透明，加上季節性波動劇烈，導致多數業者傾向以削價與多角化來爭取客源。此策略雖短期有效，卻在長期內抬高固定成本與管理負擔，削弱企業韌性與財務穩定性。本文也透過潘若斯內生成長理論指出，澎湖業者在資源鬆弛與管理邊界之間，傾向將人力與資本投入非核心業務，但因缺乏組織學習與制度性訓練，無法形成有效專業能力，反而壓縮企業的反應彈性與競爭焦點。 此外，地方文化結構亦為產業特性之一。「島民情節」使許多家庭將不動產轉為民宿以協助後代返鄉生活，雖降低創業門檻，卻也造成品質不一、管理不足與市場進入過度的問題，當「一間房子變一間民宿」成為社會常態，產業即失去差異化與創新驅動力。為回應此困境，本文以藍海策略為理論基礎，提出「垂直專業化」作為轉型方向。旅宿業者應回歸核心本業，強化在地文化整合與主題化服務；旅行社應轉向深度遊程設計與品牌經營；租車業則可導入智慧管理系統提升服務效率與安全性。同時，地方政府亦應檢討土地與設立政策、建構中介協作平台，引導業者朝專業分工與資源共享發展。

In recent years, the lodging industry in Penghu has experienced rapid growth. Many operators have extended their core accommodation services horizontally into travel agencies, tour planning, ticketing, and vehicle rentals, forming what is commonly referred to as “all-in-one” service models. However, in the absence of professional division of labor and strategic planning, this trend has led to service homogenization, excessive market competition, and declining operational efficiency. While often regarded as a natural response to seasonal fluctuations and market demand, such behavior actually reflects a lack of focus on core competencies and value innovation within the local industry. Through both theoretical analysis and practical observation, this study applies Porter’s Five Forces framework to demonstrate that Penghu’s lodging market is characterized by a high density of competitors, insufficient product differentiation, highly transparent consumer information, and pronounced seasonal volatility. As a result, most operators adopt price-cutting and diversification strategies to attract customers. Though potentially effective in the short term, these approaches significantly raise fixed costs and managerial burdens in the long run, thereby weakening business resilience and financial stability. Drawing on Penrose’s theory of firm growth, the study further finds that Penghu’s operators tend to allocate slack resources toward non-core activities. Due to the lack of organizational learning and institutionalized training, they fail to develop effective professional capabilities, limiting their responsiveness and strategic focus. In addition, local cultural structures—particularly the “islander sentiment”—play a role in shaping the industry. Many families convert private residences into homestays to support younger generations returning home, lowering the entry threshold but contributing to oversupply, inconsistent quality, and insufficient management. As this model becomes normalized, the industry loses its momentum for differentiation and innovation. To address these issues, the study adopts the Blue Ocean Strategy framework and proposes “vertical specialization” as a path for transformation. Lodging businesses should return to core competencies and integrate local cultural themes into their services; travel agencies should focus on in-depth itinerary design and brand development; and vehicle rental firms should adopt smart management systems to improve efficiency and safety. Meanwhile, local governments should review land-use and business regulations, and build intermediary platforms to encourage professional division of labor and resource-sharing among operators.