五星級飯店之策略行銷分析--以台北地區Ａ飯店為例

近年由於2019（COVID-19）疫情蔓延，以致飯店及觀光產業的經營層面遭受衝擊，陷入與病毒共存的困境，部份飯店面臨歇業或改變營運模式，如危老改建申請以趁勢轉型，因應趨勢制定餐飲外帶量能提升的應變戰略，期望在未來以嶄新面貌崛起。飯店轉型策略如轉變經營觀念、引進新型態的飯店營運模式和導入國際化思維，重塑組織新文化並提高競爭力，早期飯店市場單純滿足商務、觀光需求等，疫後加速「從量升到質變」，掌握市場區隔變數及客群多元化發展，並提供各類專屬差異化的服務體驗。轉型後之人才需求及競爭更為重視，運用「雙因子理論」研究未來吸引人才策略及建立「人才培育制度」以提升競爭優勢，同時凝聚共識，達到服務體驗與營運的創新。企業永續經營的競爭力及精確的行銷策略分析勢必更需運籌帷幄。本研究以策略行銷分析架構4C為主軸，分析個案公司現況及轉型的策略，針對後疫情時代觀光產業的轉變，如何建立其關鍵成功因素與競爭優勢，並驗證策略行銷分析架構在飯店觀光產業實務上之運用。研究發現，Ａ飯店未來定位以BMC商業模式，建立明確的價值主張與目標客群，運用關鍵資源與關鍵活動行銷，透過各通路平台雙向互動機制進行廣銷宣傳推廣，並以策略行銷架構分析(4C)重視消費者需求及降低相關成本，增進顧客忠誠度，創造品牌價值提升其黏著度。此外依交通部觀光局及世界旅遊觀光協會推估，隨著疫情逐漸趨緩，將積極推動國內觀光產業，提高國內旅遊，國際間的交流，則待邊境開放後，仍會有大量國際旅客喜愛來台旅遊或商務行程，因此，雖受疫情影響，此段期間人才流失、轉換產業出走甚多，疫後觀光旅館業將面臨大量人力需求，並從中培育出更多人才，故各項訓練及福利等配套措施亦是很重大的課題。期望本研究結果，能推動台灣各飯店業在疫情後之營運模式的改革，運用策略行銷架構分析(4C)內容，依其各自的產品定位，設計出有意義的差異化與獨特性以鞏固消費者，此外，在人才競爭激列的環境下，能更完善發展出獨特性的人才培育制度，建構全方位的訓練體系，以奠定服務產業最重要的人才資產。

關鍵字

策略行銷分析； 4C架構；雙因子理論；五星級飯店

並列摘要

The COVID-19 pandemic has a significant adverse impact on hotel and tourism industry. Facing a dilemma about how to coexisting with COVID-19, some hotels were struggle against the business closure, others made every effort to implement new business model, such as optimize take-out and delivery service as reaction strategy to adapting the pandemic peak, or even take this opportunity initiate a property reconstruction and hope to revive in the future. Unlike previous hotel operational strategy simply aimed to fulfill the demand of business and sightseeing travel market, post COVID-19 era accelerates the enterprise transformation from quality enhancement to fundamental change of business. Strategic initiatives were introduced under the circumstances in order to grasp the core variation of market segmentation and its diversified development. Hence, tactical decision making involving the influence of globalization perspective, restructuring organizational culture were launched for the purpose of differentiation strategy and competitiveness enhancement. Talent acquisition is essential during these enterprise transformations. The "two-factor theory" is used in this research to study for talent attraction strategy and establishment of talent cultivation system in order to enhance competitive advantages while reaching a consensus to make innovation in operation and service experience. The competitiveness of the sustainable operation relay on master the precise strategic marketing analysis. This research focuses on the 4Cs of the strategic marketing analysis, analyze the case study company’s current situation and transformation strategies. Aiming on transformation of tourism industry during the post-pandemic era, discover the critical success factors and competitive advantages and validate the application in tourism and hotel industry. The study applies Business Model Canvas (BMC) to assist the case Hotel A in establishing a clear core value and target customer groups, using key resources for marketing, promoting through the two-way interaction mechanism on various channels and platforms. Moreover, using the elements of 4Cs to analyze consumers’ demands, reduce related costs, build customers’ loyalty, create brand values, and increase customer engagement. In addition, according to the estimations from Taiwan Tourism Bureau and the World Travel and Tourism Council, domestic and international tourism industry will be active as the pandemic gradually eases. After the border is opened, large number of international tourists will still visit Taiwan. The hotel and tourism industry will face a large demand for manpower due to the brain drain during the pandemic. Therefore, talent cultivation, professional training and completed benefits package are important issues. The result of this research is expected to promote remodel of Taiwan hotel industry during post-pandemic era by apply strategic marketing framework analysis (4C) according to each product positioning and design unique but differentiate service to obtain long-term customer loyalty. Furthermore, prefect the distinctive talent cultivation system and establish full function training structure under the highly competitive environment of talent acquisition, to lay out the foundation of essential human resource assets.