民宿經營管理策略之研究－以台東初鹿地區為例

NHUIR > College of Management > Department of Tourism Management, The M.A. Program of Tourism Management and Leisure Environment Management > Disserations and Theses(M.A. Program in Tourism Management) > Item 987654321/22819

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Title:	民宿經營管理策略之研究－以台東初鹿地區為例
Other Titles:	A Study of the Management Strategy on Operating Home Stay--Taking Chulu of Taitung County as an Example
Authors:	王正賢 Wang, Cheng-hsien
Contributors:	旅遊事業管理研究所張清標 Ching-piao Chang
Keywords:	民宿;管理策略;成功關鍵 SWOT;Key Factors to Success;Home Stay Facility
Date:	2007
Issue Date:	2015-08-06 16:36:42 (UTC+8)
Abstract:	由於民宿經營管理策略研究的缺乏，本研究是針對台東地區有意願配合的五家民宿業者以深度訪談(錄音訪談)方式進行,也對此地區遊客作實地問卷調查及就經營管理策略進行SWOT之分析及經營文化之探討。研究結果顯示，台東地區的民宿業者之經營大多以家庭副業之型態經營，員工約2–3位且以家庭成員為主，經營決策之訂定是由家庭成員共同擬定或由ㄧ家之主來制定。　　　有部分民宿業者提供餐飲服務，對民宿業者而言多少有一些助益。由SWOT分析結果得知，在競爭優勢上以服務親切佔80%、安全及衛生佔50%，在競爭機會以當地節慶活動佔50%，競爭劣勢則以淡旺季的差異佔50%，競爭威脅為競爭對手多及遊客數減少分別佔20%，以上列因素為主要分析結果。因此對民宿經營管理策略上應發揮服務親切之優勢，多配合政府或是民間團體舉辦之節慶活動及開發淡季的促銷策略，並與競爭對手做不同的特色營造，以達到增加來客數之成功經營管理。　　Owing to lack of studies on the management strategy of operating home stay, the research had in-depth interviews with clients to collect data using tapes recorded during interviews. The subjects were 5 home stay owners who were willing to assist in this research in Taitung County. Then we started with fact finding measure on the visitors, SWOT analysis in the field of operational management strategies and discussion of operational culture. The research results show that most of the home stay owners in Taitung County run there businesses as a household sideline. Average 2 ~ 3 family members are employed per home stay. The management decision was enacted either by all family members or by the householder himself.　　　We have found out that some home stay owners which are providing cater services do help the business running. The results of SWOT analysis indicate that 80% of competitive advantage scale fell into friendly services, 50% in safety and hygiene. On the competitiveopportunities, it is nearly 50% for the local festival activities. Difference between the slow business season and the high-season (50%) was related to the competitive weakness. Concerning the threats from competition, the ratio of too many competitors was 20% and less visitors was 20%, respectively. The main results of analyses are based on levels of the above factors. Therefore, we suggested that the superiorities of friendly services should be enhanced in the management strategies of operating home stay facility, festivals and slow season sales promotion shall often be launched in coordination with the government agencies or nongovernmental organizations. Special characteristic forming would be the most important keys to increase the amount of coming customers.
Appears in Collections:	[Department of Tourism Management, The M.A. Program of Tourism Management and Leisure Environment Management] Disserations and Theses(M.A. Program in Tourism Management)

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