- 學位論文
跳脫框架之台灣旅館廠商經營發展策略：以晶華酒店集團為例
The Corporate Strategy Analysis of the Hotel Company：The Case Study of FIH Regent Group
摘要
國際化的發展創造出更大的旅遊商機，使台灣觀光旅館發生大幅度的成長，而市場競爭也隨著服務供給者增加變得越來越激烈，固本研究決定藉由分析此產業的現況、競爭者與龍頭品牌晶華國際酒店集團，對此產業的經營發展策略進行更深入之探討。 晶華國際酒店集團成立於1990年，作為亞洲名列前茅的酒店經營管理集團，不管是在經營績效還是顧客滿意度方面，一直都展現出優異的表現，而目前也是台灣證券交易所上市公司中規模最大的酒店管理集團，2019年之總合併營收即高達65.36億元。而在這幾年內，晶華酒店集團也不斷的根據外在環境的變動適時調整其內部資源與策略，至今，旗下已擁有世界級的頂級酒店Regent(麗晶)部分股份、結合在地文化特色，兩岸三地華人市場首選的Silks Place(晶英)以及追求舒適、便利、便宜的商務型旅館Just Sleep(捷絲旅)三個酒店品牌，為延伸既有的優勢，其經營版圖也擴展至餐飲、精品百貨、豪宅與頂級出租公寓事業群。 本研究以個案研究法探討晶華國際酒店集團，首先先從此產業的外在環境與狀況進行分析，並探討晶華酒店集團所擁有的資源、能力與活動，了解其在此產業長期保有佳績之關鍵因素與策略發展，以BCG矩陣剖析集團現階段各事業單位的發展狀況，並探討其競爭策略，最終再給予其未來經營上的建議。 而經過研究分析後，了解到晶華酒店整體發展策略接圍繞於「輕資產、重管理」與「多元品牌發展」兩種力道之下進行運作，讓集團得以降低受到龐大固定資產與設備等限制，同時不斷擴展至其他新的版圖，發展多角化策略增加集團的獲利來源，最終得以滿足更多消費者的需求，豐富消費體驗的同時強化品牌行銷，在此產業中持續維持其競爭優勢。
並列摘要
Internationalization has created greater travel opportunities, which has led to significant growth in Taiwan's hotels, and market competition has become increasingly fierce with the increase in service providers. Therefore, this study decided to analyze the current situation of this industry, the competitors, and the leading brand Silks Hotel Group, and to conduct a more in-depth study on the business development strategy of this industry. Founded in 1990, Silks Hotel Group is one of the top hotel management groups in Asia, and has always demonstrated excellent performance in terms of both operational performance and customer satisfaction, and is currently the largest publicly traded hotel management group in Taiwan, with total consolidated revenue of NT$6.536 billion in 2019. In the past few years, Silks Hotel Group has been adjusting its internal resources and strategies in accordance with the changes in the external environment, and to date, it has three hotel brands：Regent, a world-class hotel, Silks Place, which combines local cultural characteristics and is the first choice for the Chinese, Taiwan and Hong Kong, and Just Sleep, a business-oriented hotel that pursues comfort, convenience, and affordability. In order to extend their existing strengths, the three hotel brands have also expanded their operations to include restaurants, boutique department stores, luxury residences, and top-tier rental apartment groups. This study uses a case study approach to examine the Silks Hotel Group, starting with an analysis of the external environment and conditions of the industry, and examining the resources, capabilities, and activities of the Silks Hotel Group to understand the key factors and strategic developments that have contributed to its long-term success in this industry. The BCG matrix was used to analyze the development status of the Group's various business units and to explore their competitive strategies, and then make recommendations for their future operations. After the study and analysis, we understand that the overall development strategy of the Silks Hotel Group is centered around the two forces of "asset-light and management" and "diversified brand development", which allows the Group to reduce the constraints of huge fixed assets and equipment, while continuously expanding into other new area and developing a multi-faceted strategy to increase the Group's source of profitability, and ultimately to satisfy more consumers' needs, enrich the consumer experience and strengthen the brand. The Group will be able to satisfy the needs of more consumers, enrich the consumer experience and strengthen its brand marketing to maintain its competitive advantage in this industry.