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| Title: | 電子化旅遊之創新服務與績效管理研究
Innovative services and performance management in e-Travel business. |
| Authors: | 裴信祐
Pei, C. |
| Contributors: | 余千智
Yu, C.
裴信祐
Pei, C. |
| Keywords: | 創新
旅遊
電子化
績效管理
服務
innovation
travel
electronic
performance
services |
| Date: | 2004 |
| Issue Date: | 2009-09-12 12:47:59 (UTC+8) |
| Abstract: | 網際網路的商業應用，是企業創造新的經營模式以產生爆發性競爭優勢的重要議題，旅遊產業更是被視為最適合運用網際網路平台，將傳統的經營模式，轉化為電子化經營模式，以創造績效的熱門產業。本研究以個案研究法，探討雄獅旅遊企業發展之首套台灣旅遊產業內跨企業的電子化協同運籌平台個案，以第一手資料，了解其動機、策略意義、系統知識與創新價值、及具體產出的效益內容，並分析其如何在面臨產業經營瓶頸時，洞悉發展機會，訂定企業策略願景，運用企業核心能力，結合外部策略資源，終能完成貫穿產業上下游的電子化平台與創新經營模式的決策歷程。同時，以文獻探討法，蒐集國內外相關文獻，發現個案公司在長期研發旅遊創新服務經營策略過程中，雖然並未參考國內外相關理論或實務經驗，僅靠內部人才與組織動能，所提出的解決問題的旅遊業電子化創新服務之策略思維與策略方案，卻跟國外相關文獻所曾提出的理論與實證案例有諸多雷同之處，是本研究很驚喜的發現，如個案公司的旅遊業產品客製化協同設計模型的個人化行程規劃與國外的旅遊推薦系統(Recommander System)之相似；個案公司的協同創新模式與Abernathy & Clark的旅遊創新模型可以相互歸類印證；個案公司之首創旅遊業協同運籌與策略聯盟的圓桌式虛擬整合系統與文獻中的Applegate, Lynda, Robert, Austin, and Warren.(2003)提出流動疆界的理論，有異曲同工之處等。
本研究關心「數位經濟衝擊下旅遊業經營議題」、「電子化旅遊創新服務策略」、及「電子化旅遊創新服務績效之評估與管理」等三大主題，有下列之結論與發現：1、在數位新經濟的衝擊下，旅遊產業內各利害關係人對於企業價值及顧客價值的認知有顯著的改變。2、在數位新經濟的衝擊下，旅遊產業面臨價值鏈關係重整之結構性改變之挑戰。3、在數位新經濟的衝擊下，旅遊產業尋求策略聯盟與協同商務的創新經營模式的發展，是關鍵的策略議題。 4、能滿足新的企業價值與顧客價值認知的電子化創新服務策略，才有成功的基礎。5、採取協同運籌平台發展與協同運籌體系推展的電子化旅遊創新服務策略，有成功的個案。6、電子化旅遊創新服務策略的執行結果，促成了包括產品、流程、組織、結構與行銷的創新，間接改造了企業核心競爭力。7、從文獻探討的創新意涵與分類，與個案公司的創新比較，顯示台灣旅遊業電子化創新功能仍有很大落差，待發展的創新議題仍多。8、BM-based BSC績效評估制度是雄獅旅遊企業認為可採行的適當制度雛型，以試行電子化旅遊創新服務績效評估與管理，累積實證經驗，以觀效益。 9、電子化旅遊創新服務績效評估與管理制度，應將產業內策略聯盟利害關係人的價值滿足納入考量。
本研究僅止於探索性之研究，根據個案分析與文獻探討，做質化的分析，可作為後續正式的量化研究做基礎。本研究在知識與創新的應用、以及企業如何運用策略管理方案，以突破傳統企業經營巢臼，找出環境變化的威脅與機會點，開創新契機的經驗與問題發現，有繼續探討之價值。
本研究所提出的電子化旅遊創新服務的平衡計分卡績效管理制度，可做為一個雛型，供雄獅旅遊個案公司試用，也可做為後續實證研究之基礎。
The key factor to creating a new explosive business model with competitive advantage is the application of the Internet. One industry that is viewed as most suitable for transformation from a traditional business model to an e-business model utilizing an Internet web platform is the travel industry. The research will explore Lion Travel’s motives, strategy, system knowledge, creative value and practical benefit in being the first in the industry to implement an Electronic Logistics Collaboration Platform by looking at its first quarter information. We will also analyze how Lion Travel was able to foresee a chance of growth and how is the decision-making process to set a corporate strategic vision when the industry was facing operation bottleneck by combining core competency and outside resources to build a supply chain management electronic platform. After collecting and surveying the relevant domestic and overseas literatures, we find that the strategic thinking and plans, of the electronic innovation services for the tourist industry, offered by the case, have something identical with the theories and examples on these literatures although these thinking and plans are only brought up by the internal talents and organization momentum without referring to the relevant theories or actual situation during the development of them. This is a big surprise to us. With a concept that the tour planning can be customized, the collaborative design model for the tourist industry, brought up by the case, is similar to overseas travel agencies’ Recommender System, for instance. In fact Lion Travel’s innovative Collaboration model is pretty much the same as Abernathy & Clark’s model. Even Lion Travel’s first-in-the-industry strategic alliance round-table virtual integrated system is similar to the theory of Flowing Boundary by Applegate, Lynda, Robert, Austin, and Warren (2003).
The research takes a close look at three main subjects: “The Impact of E-Economy in the Travel Business”, “Innovative Services in Electronic Travel” and “Analysis and Management of Innovative Service in Electronic Travel” and has the following conclusions and discoveries: 1. There is a noticeable change in corporate value and customer value within the travel industry’s stakeholder. 2. Under the impact of E-Economy, the travel industry faces the challenge of a value chain relationship reorganization structural change. 3. Under the impact of the new digital economy, the key strategy for the travel industry is to seek strategic alliances and business collaboration. 4. The key to success is to fulfill new corporate and customer value by an innovative electronic service strategy. 5. There is a successful case in utilizing the logistics collaboration platform and collaboration operation system in the innovative electronic travel service strategy. 6. The results of innovative electronic travel service create innovations including product, process, and organization, structural and marketing which indirectly changed corporations’ core competitiveness. 7. After comparison between case innovations and relevant documentation on related subjects we found there is room for innovative development. 8. BM-based BSC evaluation system is viewed as a feasible proto-type system in innovative electronic services evaluation analysis and management to accumulate experience and view results. 9. The system of innovative electronic services evaluation and management systems should include value fulfillment of industry strategic alliance relationships.
The research is limited to exploration according to case analysis and documentation probe for quantified analysis as a base for formal quantification research. This research realizes the value of continued exploration in application of knowledge and innovation, how corporations utilize corporate strategy management to break the old traditional business model and find threat and opportunities for environmental change and create new opportunities and experiences.
The balanced score card management system for innovative electronic service mentioned in the research can also be a prototype for Lion Travel as a base of continued research.
"第壹章 緒論 1
第一節 研究動機與目的 1
第二節 研究範圍與限制 3
第三節 論文架構 5
第貳章 文獻探討 6
第一節 策略的概念 6
第二節 策略管理理論的探討 8
第三節 新事業發展策略 14
第四節 關鍵成功因素之探討 24
第五節 發展策略之文獻探討 29
第参章 研究設計 33
第一節 研究架構 33
第二節 研究方法 35
第肆章 外在分析與機會威脅認定 37
第一節 環境分析 37
第二節 產業分析 41
第三節 關鍵成功因素暨機會與威脅認定 73
第伍章 內在分析與優劣勢評估 79
第一節 個案公司簡介 79
第二節 策略分析 80
第三節 專案效益評估 82
第四節 優劣勢分析 87
第陸章 策略建議與評估 89
第一節 使命與目標 89
第二節 根本策略 91
第三節 競爭策略 94
第四節 營運策略 98
第柒章 結論與建議 102
第一節 結論 102
第二節 建議 104
參考文獻 105
一、中文部份 105
二、英文部分 107
表目錄
表2-1 策略定義整理 7
表2-2 決定產業獲利的五種競爭力 12
表2-3 新事業成功及失敗原因 17
表2-4 關鍵成功因素定義整理 24
表2-5 關鍵成功因素常用研究方法一覽表 26
表2-6 市場發展策略特性 29
表4-1 中國大陸家庭寬頻上網戶數 47
表4-2 國內相關廠商資本額 56
表4-3 現行各家營運模式之比較 65
表5-1 預估現金報表─樂觀狀況 83
表5-2 預估現金報表─正常狀況 84
表5-3 預估現金報表─悲觀狀況 85
表5-4 期望淨現值 86
表6-1 個案研究之應用 93
表6-2 MILES & SNOW的四種適應性策略 98
圖目錄
圖2-1 策略市場管理的構成概要 9
圖2-2 GLUECK 策略規劃之架構 10
圖2-3 策略形態分析法架構 10
圖2-4 PORTER 之五力分析圖 11
圖2-5 典型的產品生命週期 22
圖2-6 產品生命週期模型 22
圖2-7 MICHAEL PORTER 競爭策略示意圖 31
圖3-1 研究架構 33
圖3-2 研究程序 36
圖4-1 數位遊戲產業價值鏈 37
圖4-2 網際網路價值鏈：顧客關係 40
圖4-3 2003-2008 年全球數位遊戲市場規模 41
圖4-4 2001-2006 年台灣遊戲產業市場規模 44
圖4-5 家戶連網普及率 44
圖4-6 家戶寬頻滲透率及普及率 45
圖4-7 台灣線上遊戲產業上、中、下游結構 46
圖4-8 中國線上遊戲產業市場規模與成長率 47
圖4-9 2004-2009北美線上購物市場規模 49
圖4-10 2005年北美線上購物市場產品結構 49
圖4-11 2004-2009歐洲線上購物市場規模 50
圖4-12 2005、2009歐洲線上購物市場產品結構 50
圖4-13 2005、2009日本線上購物市場規模 51
圖4-14 2004年日本線上購物市場產品結構 51
圖4-15 2005、2009南韓線上購物市場規模 52
圖4-16 南韓線上購物市場產品結構 52
圖4-17 2004-2007年中國大陸線上購物市場規模 53
圖4-18 2004年中國大陸線上購物市場產品結構 53
圖4-19 2001-2007年我國線上購物市場規模 54
圖4-20 2005年我國線上購物市場產品結構 54
圖4-21 產業結構分析 55
圖4-22 網友未來上網購物比例 63
圖4-23 2005年我國線上購物人口比例 64
圖4-24 各地區線上購物市場發展趨勢 64
圖4-25 傳統帳密/ATM轉帳模式登入之作業流程 67
圖4-26 使用信用卡支付的作業流程 68
圖4-27 使用小額付費支付的作業流程 68
圖4-28 使用便利超商代收做為支付工具的作業流程 69
圖4-29 隨機存取動態碼的作業流程 69
圖4-30 PLAYSAFE數位安全卡的操作流程 70
圖4-31 VISA 3D作業流程 70
圖4-32 以簡訊一次性密碼進行登入與交易的作業流程 71
圖4-33 使用紅利點數兌換商品之作業流程 71
圖4-34 使用信用卡紅利點數折抵應付金額之作業流程 72
圖4-35 與客戶互動連續線 76
圖6-1 研究規劃使命與目標 90
圖6-2 產品－市場矩陣 91
圖6-3 個案研究概略圖示 92
圖6-4 競爭策略 94
圖6-5 營運模式示意圖 94
圖6-6 身分認證流程 95
圖6-7 交易認證流程 96
圖6-8 紅利點數兌換流程 97
圖6-9 分工合作圖 100 |
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| Description: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
91932519
93 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0193932519 |
| Data Type: | thesis |
| Appears in Collections: | [經營管理碩士學程EMBA] 學位論文
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