台灣觀光遊樂業發展策略之研究

Taiwan Tourism Recreation Development Strategy

張榮良(Jung-Liang Chang)

指導教授 ： 陳宗玄 ； 鄭政宗

朝陽科技大學/管理學院/休閒事業管理系/碩士(2011年)

摘要

觀光產業是世界各國普遍重視的無煙囪工業，與科技產業共同被視為是21 世紀的明星產業，在創造就業機會及賺取外匯的功能上具有明顯效益。
隨著我國社會經濟發展與進步，國人開始重視休閒生活，增加外出旅遊的機會，台灣觀光遊樂業的發展也愈來愈發達。觀光遊樂業者不斷投下鉅資引進大型機械設施、設計主題嘉年華活動並塑造園區情境氛圍，讓遊客產生更好的情境體驗，也提供票價優惠來吸引遊客，形成業者相互間競爭激烈。但是，近年來觀光遊樂業所重視的機械遊樂設施生命愈來愈短暫及新增設施須投入大金額；另外，替代品的數量增加，形成遊客選擇也增加，讓觀光遊樂業在經營與發展面臨極大的壓力與衝擊。
本研究以探索性研究與市場競爭分析來剖析台灣觀光遊樂業未來的發展，藉由SWOT分析及波特五力分析來探討我國觀光遊樂業之產業結構，以進一步瞭解我國觀光遊樂之競爭優勢及在未來發展策略，讓觀光遊樂業能夠永續經營。
研究結果發現台灣觀光遊樂業產品豐富且多元化，除了24家觀光遊樂業相互間競爭外，還有來自門票價格低廉的公營遊憩區及休閒農場等替代品競爭，讓消費可以選擇本身需求來達到休閒旅遊目的。觀光遊樂業者面對競爭激烈的環境，所採取的發展策略是定時更新設施及舉辦嘉年華活動，並推出優惠票價策略應戰。因此，形成台灣觀光遊樂業發展是「價」與「量」的競爭循環；但是，優惠票價能在短時間內創造高業績收入，換來的卻是虛有的市場佔有率。
台灣觀光遊樂業在面臨旅遊人口減少及高齡化社會來臨下，應朝適合全方位客層發展，除了設置刺激的遊樂設施吸引年輕族群外，更應提供適合高年齡族群及家庭族群的旅遊產品，提升整體服務品質及創造品牌形象是經營觀光遊樂客不容緩的策略。
觀光遊樂業提供高規格的服務品質有助於企業形象的提升，進創造特有品牌價值不被其它業者所取代，提高遊客重遊意願並創造旅遊價值及帶入營收。

關鍵字

發展策略 ； 觀光遊樂業

並列摘要

Tourism industry is an important non-smokestack industry that many countries highly valued. Tourism and IT industries are considered to be the star industry for the 21st century, especially of creating employment opportunities and earn foreign exchange.
With the development and progress of social economy, Taiwanese started to pay attention on their leisure life and spend more time on travelling. As a result, Taiwan tourism is growing better and better. The tourist amusement enterprises keep investing on massive equipments and carnival theme activities, which not only provides tourists better entertaining experiences but also favorable ticket price to attract more traffic flow. However, due to shorter life cycle and heavy cost of the mechanical equipments, competition among operators is intensified. On the other hand, the increasing of amusement substitutes offers tourists more choices, thus, Taiwan tourist amusement enterprise has faced serious impact on both operation and development.
The purpose of this research is to find out Taiwan tourist amusement industry’s competitive edges and future development strategy by exploratory research and market competitive analysis, and via SWOT and Porter''s Five Forces Analysis to approach Taiwan’s tourism industry structure.
Base on the research have discovered that the Taiwan tourism products are abundant and diverse. Except the competition among 24 tourist amusement operations, there are more substitute products competition from lower entrance fees state-own recreation properties and recreation farm. Tourists can choose and achieve their purpose based on their requirements. Facing the fierce competition environment, the development strategy for amusement operators to take into account are updating facilities, hold a carnival activities regularly, and offering favorable prices. Thus, it makes Taiwan tourism industry development into a competition circulation of “price” and “quality”. However the favorable price can approach high revenue in a short period of time, but in return just only a virtual market sharing.
As Taiwan tourism industry facing the decreasing of travelling population and ageing- society, they should develop the business in full range. Except installing exciting facilities to attract youth group, furthermore they should provide an appropriate products to ageing group and family. Improving service quality and creating brand image is the core strategy for the operators to achieve. Tourism industry provides high quality services to clients which is benefit to promote industrial image, and make it not so easy to be replaced. It would make tourists would like to revisit the venue and create tourism value and bring in revenue.

並列關鍵字

development strategy ； tourism

參考文獻

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交通部觀光局(2004)，台閩地區主要觀光遊憩區遊客人統計。

交通部觀光局(2005)，台閩地區主要觀光遊憩區遊客人統計。

交通部觀光局(2006)，台閩地區主要觀光遊憩區遊客人統計。

交通部觀光局(2007)，台閩地區主要觀光遊憩區遊客人統計。