低成本航空公司在世界各地都已蓬勃發展，除增加消費者出國方式的選擇、讓原本負擔不起昂貴機票的旅客也可以享受出國旅遊的樂趣，並擴大搭機旅遊客源、興盛航空產業市場的發展。 台灣民航局歷經23年後再次發出之航空公司營運許可，係發給首家以台灣為基地 (Home Base) 而成立的低成本航空公司，除代表台灣航空史上另一個里程碑，也透過此台灣本土低成本航空公司的成立與發展，提供重新檢視台灣航空產業現況與軟硬體限制的契機。 此台灣首家成立的低成本航空公司即為此篇論文的個案公司。透過該公司成立與發展，面對外籍低成本航空公司大舉入侵台灣市場、航權或時間帶都優於本土航空公司的強烈競爭，分析個案公司現況及外部環境並建議應優先採用哪些經營管理策略以求穩健發展，即為此篇論文希能提供業者經營管理參考之目標。 在結果方面，經由本研究評估後，建議個案公司應優先執行的經營管理策略為「堅守低成本航空公司營運策略」、「動態多元票價」、「電子商務」、「全世界都為我的市場」、「簽訂地勤服務水準協議」、「縮減營運不佳航線」及「爭取合理場站規費、航權分配制度」等。 ;Low-cost Carrier are booming around the world. Not only increase the choices to customer to go abroad, but also let visitors travel around the world by affordable ticket price. This also enriches tourism market and prosperous aviation industry development. The subject carrier, first Taiwan home-based LCC, got Air Operator Certificate (AOC) from Civil Aeronautics Administration of Taiwan which is issued 23 years away from last one have made a remarkable development in Taiwan aviation industry and also provided a good chance to review the progress on it. The experience to assist set up Taiwan′s first low-cost carrier is the topic of said thesis. Through the establishment and development of the company, could learn some lesson on dealing with severe competition from foreign carriers traffic right, slot issue, facility insufficient of airport and etc. Based on the analysis on the status, may provide some management strategies advice to carrier on management evaluation and external environment decision. According to the analysis result of subject thesis, will recommend the carriers "stick on core value of LCC”, "floating ticket price based on market demand”, "E-commerce", "View the world as whole market ", " Service level agreement signed for ground handling", " Terminate unprofitable route " and " Fighting for reasonable airport charges and allocation of traffic rights" and etc.
