A study on public-private partnership in tourism factory marketing in New Taipei City Government

• Main Authors: Mei-Lien Chen, 陳美蓮
• Other Authors: Chih Pei,Hu
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/80091200750296088844

碩士 === 中華大學 === 行政管理學系碩士班 === 103 === The government has actively promoted the “tourism factory” policy during the past few years, but the majority of the public remains unfamiliar with it, thus necessitating continuous marketing promotions. Marketing of tourism factory requires the joint effort of government and business owners; this study specifically explores the public-private partner relationship between the city government and tourism factory business owners during the process of tourism factory marketing in New Taipei City. The study attempts to identify factors that are favorable or unfavorable to the operation of public-private partnerships, and to understand how public-private partnerships should operate, so as to streamline the marketing of tourism factory. Conclusions from this study include the following: 1. In public-private partnership of tourism factory marketing in New Taipei City, the New Taipei City government planned the budget and led marketing activities. 2. There was a certain amount of consensus between the government and business owners on the aims of activities, but if activities failed to reach the businesses’ expected revenue, it reduced the willingness of business owners to participate. 3. The interactive relationship between the city government and business owners was good; both parties relied on each other’s resources, and informal friendships also developed, which was conducive to the operation of the public-private partnership. 4. The city government facilitated business owners’ establishment of the New Taipei City Tourism Development Association, which benefited the operation of the public-private partnership. 5. Business owners in tourism factory were positive about the results after transition, increasing their recognition towards the government. 6. The city government and business owners had equal negotiation rights. 7. There were some unfavorable factors in the process of the public-private partnership, but these did not result in a deadlock; this was because both parties had developed informal friendships, leading to frequent communication and adjustment of their practices. Moreover, this study presented suggestions such as the following: 1. Government should develop informal friendships with business owners, minimizing misunderstanding by communicating more with them and not insisting on leading activities. Based on the premise of maintaining public benefits, consensus of the aims of marketing activities can be improved, facilitating public-private partnership work. 2. Government can help business owners to establish enterprise organizations, conducive to development of relationships between business owners, as well as collect and summarize opinions. This also allows business owners to learn from each other and grow, or act as bridges between the city government and other business owners. 3. When executing activity plans, the government should not rely excessively on public relations companies; instead, the city government can take the lead in planning, including opinions from business owners. The government should also play a monitoring role during execution of the activities, not taking a hands-off approach after contracting out work.