自2008年金融海嘯過後，全球產業皆受到嚴重衝擊，觀光產業為其中之一，但至今當全球產業仍處於景氣低迷時期，觀光產業為國家所帶來的外匯收入卻是不減反增，因此本論文將以個案研究方式，針對觀光產業個案公司先以PEST及五力分析進行產業外部環境分析，瞭解產業之發展概況及所面臨到的問題，再以鄭漢鐔及高儷華老師於2012年所提出之「8十商業模式」以及企業價值評估進行個案公司內部環境分析，捨去過去多數學者使用的平衡計分卡，加入商業模式模型分析，以利瞭解公司運作，對個案公司過去商業模式及歷經2008年金融海嘯後之現有商業模式做比較分析，最後導出個案公司之關鍵成功因素。 本研究結果發現營收成長、營業利潤以及資金成本為影響企業每股價值之關鍵要素。而晶華酒店之關鍵成功因素在於其市場定位相當明確，以品牌經營策略的方式來經營晶華酒店，以「創新跟進」的方式來解決因台灣政策及大環境所面臨到的問題。藉由餐飲據點的佈局及資本的投入來提升服務及品牌形象，市場的跟進與系統資源的導入，簡化繁雜的作業程序與成本，是開拓另一片獲利市場的成功關鍵。This article adopts a case study method to understand the industry development.There are four types of analysis method which is used in the article. First, I use PEST and Porter Five Forces analysis to analyze outside environment of tourism industry for the Formosa International Hotel Corporation. Then I used「8十Business Model」offered by Jeng,HanTan and Kao,LiHua (2012) and enterprise value evaluation to analyze inside environment of the company. Finally, I obtain the sccessful factors and profit model of the Formosa International Hotel Corporation after I use these analysis methods. I find that the revenue growth rate, operating profit, and Weighted Average Cost of Capital are the critical point which can effect per value share of the company. The key successful factors and profit model of the Formosa International Hotel Corporation is that the company’s value proposition is clearly, the hoetl uses the Strategic Brand Management to operate the company and uses innovative way to solve the problems which is caused by the outside environment and policy in Taiwan. The hotel also uses strategies like evaluating the value of restaurant’s location to decide whether they should keep filling the fund or not and adding the capital investment to improve the services quality, brand image and the operating revenue. Besides, the hotel uses CRM which can help them to realize the consumption structure and core of marketing more. All of these are a key to expand another profit market.
