| Summary: | 碩士 === 高雄餐旅學院 === 旅遊管理研究所在職專班 === 98 === Cross-Taiwan Strait exchange is now booming as the gradual opening-up of the government’s policy is being implemented, and Taiwan has seen an important milestone in tourism development across the straits. A unique industry environment has developed under the special political situation across the Strait; no matter from a policy perspective, economic perspective, social perspective and technical perspective, Taiwan’s tourism industry has to face a totally different operation environment than before. The main objective of this study was to investigate the current development status of tourism industry operation and to understand the change of business environment of the tourism industry so as to properly make business operation strategy for survival of the enterprise and maintain competitive advantage and to understand the key success factors.
The data was collected by in-depth interview and was used to investigate the current development status of Taiwan’s travel agencies and feasible future business operation strategies. After two rounds of Delphi questionnaire surveys, the opinions from experts and travel agencies were merged and summed up with the environmental factor of the entire industry. According to the competitive strategy theory from the management master in the USA, Porter, the business operation strategies for travel agencies in Taiwan have been developed--that is, overall cost leadership strategy, differentiation strategy and focus strategy. After SWOT analysis, the results can be used as reference by travel agencies in preparing their business strategies in the future.
The results of this study showed that according to experts, “strengthen bargaining power with manufacturers”, “excellent management team”, “company brand image”, and “development of electronic commerce” are the most important factors of cost leadership strategy. Regarding differentiation strategy aspects, the experts considered “company brand image”, “internal company operations ability”, “degree of adaptability of the local travel agency”, and “crisis management ability” to be important factors. As to strategic choice cost and variation strategy influencing factors, although discussion analysis discovered differences, “company brand image” was determined to be an important factor in both kinds of strategy.
The results of this study can be used by travel agencies in understanding the current status of the industry environment and as reference for the agencies in deciding business operation strategies. Furthermore, through external and interior factor analysis, the assessment factors for the selection of competitive strategy by the enterprise was constructed, which will be helpful to the tourism agencies in enhancing their competitive advantages. Finally, travel agencies should make good use of available resources to pursue optimal strategies for business operation.
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