| 摘要: | 全球觀光旅遊產業成長快速，2020年的新冠疫情COVID-19卻使全球觀光皆按下暫停鍵，在各行各業面臨疫情的困境，旅遊業更是首當其衝，面臨的挑戰更是生存之戰。旅遊業者在疫情爆發後，營收如斷崖式的大幅下滑，所有旅遊業皆必需面對無旅客的困境，全台有3989家旅行社，政府該如何出手搶救觀光產業，原本非常看好的產業，卻在疫情來臨時轉為慘業，政府可給予哪些支援？台灣的防疫及公共衛生是否是自由及安全。全球疫情仍然嚴重，出國旅遊禁令尚未解除，只要邊境管制未解除，國人出不去，外國人也進不來的情況下，只剩國內旅遊，面臨寒冬的旅遊業者該做出哪些創意又差異化產品，來滿足國人想出國卻又只能在國內的需求呢？
旅遊業該如何轉型？需改變何種經營型態？危機一直都是旅遊業重要的課題，面對一場充滿未知的生存戰，國內旅遊在這艱難的時刻中浮現出商機，但業者該如何從國內旅遊中快速找到新商機？將國內旅遊體驗優化，運用組織變革來為企業轉型找到成功因素，這些對旅遊業者非常重要，也是撐過這疫情的重大改變。
本次論文研究架構，是以台灣旅遊業者「雄獅旅行社」作為研究對象，採用質性之個案研究法，針對個案的網站?容進行觀察與深度研究，並將其網站?容資料彙整後，再進行初始資料的分析與整理；以觀察與研究個案公司，於後疫情時代，如何運用龐大客戶基礎鏈接的獨門資源來積極轉型，以及透過自身品牌的優勢轉進國內市場。此外，剖析台灣旅遊產業在疫情的環境下有何轉變及個案公司之轉型運用的經營策略。最後研究之目的是希望為個案公司及旅遊業提出經營策略的建議，可在疫情之下，能有效因應顧客需求、創新商業模式、產品差異獨特性、組織的變革，以達到企業的永續經營，恢復台灣旅遊業的景氣!;The global tourism industry has grown rapidly. However, COVID-19 in 2020 made it press the pause button. When all walks of life facing the dilemma from COVID-19, tourism industry bears the brunt of this epidemic. What they encountered is the war of survival. After the new coronavirus outbreak, the income of companies in the industry has decreased greatly like a cliff. Travel agencies all face the predicament about no customers. There are 3989 travel agencies in Taiwan, and how can the government assist them? Originally, this industry had a bright future; nevertheless, it became rather bleak after the epidemic. What kinds of assistance can the government afford? Is Taiwan’s epidemic prevention policy sufficient for ensuring Taiwanese public health? The situation in the global epidemic is still serious, and travelling abroad is still banned. As long as the implementation of border controls remains, people in Taiwan cannot go out and foreigners cannot come in. When there is only domestic tourism, what kinds of products with creativity and differentiation can travel agencies offer? At the same time, can they also meet the needs of nationals who are eager to travel abroad but cannot go abroad?
How can the tourism industry transform? What kinds of business models can they move into? Crisis is always what tourism industry encounters. Facing the battle of survival, business opportunity may appear to tourism industry; however, how can the travel agencies find the business opportunity rapidly? It is important for agencies to optimize the experience of domestic tourism and transform their organization to identify and seize the opportunity for sustainability, thus surviving from the epidemic.
In this dissertation, the subject of case study is “Lion Travel” – one of the major Taiwanese travel agencies. The study method is qualitative case study. The study focuses on the subject’s website to collect data and the researcher’s own participatory experience. After collecting the data from the website, it analyzes and sorts the initial data. By observing and researching the case company, the basic question is: how can the company use its huge customer chains, which are an exclusive resource of the company, to transform positively in the post-epidemic era? At the same time, how can it use its own brand advantage to enter the domestic markets? In addition, the study also analyzes the change of Taiwanese tourism industry under the epidemic and the management strategies that the company used during the transformation. In the end, the research purpose is to suggest business strategies for the case company specifically and the tourism industry in general. Under the epidemic, it is hoped that the company can meet customer needs, create new business models, differentiate its products, and transform its organization to achieve the goal of business sustainability and greater success in the post-epidemic era. |
