航空產業異業結盟共同行銷之策略探討： 以長榮航空與Hello Kitty合作案為例

Investigation of Inter-firm Co-marketing Strategies in Airline Industry： The Case of EVA Air and Hello Kitty Collaboration

劉 鎧(Liu Kae)

指導教授 ： 黃恆獎

國立臺灣大學/管理學院/國際企業管理組/碩士(2009年)

https://doi.org/10.6342/NTU.2009.00456

摘要

2005年因受2004年底南亞海嘯及印尼峇里島爆炸事件的影響，東南亞航線空運需求趨緩，旅遊人數明顯減少；而東北亞航線隨著日本經濟漸漸的復甦，日本政府的鼓勵觀光，開放國人免簽證措施、愛知萬國博覽會的舉辦及韓流持續發燒等，引爆了東北亞旅遊熱潮。各航空公司為提升航線效益，執行區域航線的汰弱留強，無不以調整現有航線規劃，將載客運能轉移至東北亞獲利較佳之航線，其中尤以台日航線為甚，這也使得台日航線間之競爭更加激烈。
近年亞洲地區已是成長最迅速之航空市場，國際民航組織(ICAO)亦預估，亞洲地區將成為世界最大之空運市場，其市場潛力十足。區域航空公司不斷擴充或更新機隊，無不將亞洲地區航線的拓展列入優先考量，並積極尋求與同業或異業聯盟的方式來提升載客率及新客源，並降低營運風險及營運成本。
本研究以異業聯盟的合作方式中，最具創意與為人所樂道之長榮航空與日本SANRIO合作推出的Hello Kitty 彩繪機方案，解析其合作策略的形成要素，以合作型態、合作效應、合作存續等方面加以分析，以提供其他航空公司在在異業聯盟的合作方式中，擬定經營與行銷策略之參考。
透過研究發現在長榮航空與三麗鷗Hello Kitty彩繪機合作案中，以單純短期的之異常報酬(如旅客人數上的成長及航段票價上的提升、機上免稅品及郵購商品銷售利潤)用以評量此合作案的經營績效，無法確切顯示出策略聯盟為公司所創造的價值；航空產業策略聯盟的形成應具有長期性的策略考量，而非著重於短期成本與利益的考量，聯盟的經營績效必須透過長期的趨勢來判斷。另於研究中發現以共同行銷方式的異業結盟其合約的存續受外在整體產業環境改變所帶來的影響極大，當整體產業環境不佳時，對聯盟合約存續之影響將更甚於合作利潤之所得。

關鍵字

航空產業 ； 策略聯盟 ； 異業聯盟 ； 共同行銷

並列摘要

Due to the tsunami in South Asia and the bombing incidents in Bali, Indonesia at the end of 2004, there has been a slowing demand for air service in Southeast Asia and the number of air travelers has also reduced significantly. However, with events such as the gradual recovery of Japan’s economy, Japan’s visa-free incentives to Taiwanese tourists, the 2005 World Expo at Aichi and the continuing Korean trends, have triggered a new wave of tourism boom in Northeast Asia. In order to enhance the airline route efficiency, the selection of the regional routes is primarily focused on adjusting existing route planning to cater for those routes that are more profitable in Northeast Asia, especially the route between Taiwan and Japan. This in turn has exacerbated the competition between the carriers.

Asia has been one of the fastest-growing markets in air travel in recent years, and International Civil Aviation Organization (ICAO) also predicted that Asia will soon become the world's largest air transport market with huge market potential. While regional airlines continue to expand or update their fleets and routes, they have all listed route expansion in Asian region as first priority. Airlines are actively seeking same industry or cross industry alliances to improve occupancy rates, grow new customers and reduce operational risks costs.

This study has selected one of the most creative, most well-known precompetitive alliances, namely the Hello Kitty Aircraft program launched between EVA Air and Sanrio Japan, analyzed the key factors in forming the strategic cooperation and discussed aspects such as cooperation methods, cooperation effects, cooperation continuance, and others, in order to come up with references that will be useful to other airlines when formulating business and marketing strategies in precompetitive alliances.

The study has found that for the Hello Kitty Aircraft program between EVA Air and Sanrio Japan, if one takes into account only the short-term irregular returns (such as the growth in the number of travelers and air fares, revenue from sales of onboard duty-free goods and mail order goods) to assess the performance, it will not give an accurate reading on the amount of value this strategic alliance has created for both companies. Also, when forming strategic alliances in the aviation industry, one must also think about the long-term strategy rather than looking at short-term cost and benefit consideration, as operating performance of any alliance can only be revealed through a long-term trend. Another study finding is that in a co-marketing precompetitive alliance, changes in the industry’s external environment have huge impact on the continuance of contracts. A poor external environment has much greater impact on the continuance of contracts than profits generated from the cooperation.

並列關鍵字

Aviation Industry ； Strategic Alliance ； Precompetitive Alliance ； Co-marketing ； Hello Kitty

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