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觀光旅遊研究學刊

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篇名 觀光休閒產業之競爭優勢對其發展策略的影響:以屏東縣為例
卷期 18:2
並列篇名 Impact of Competitive Advantages of Tourism and Leisure Industries on Its Development Strategy: Case Study of Pingtung County
作者 蔡明穎梁朝雲
頁次 017-046
關鍵字 屏東縣發展策略競爭優勢觀光休閒產業鑽石模型Pingtung Countydevelopment strategycompetitive advantagetourism and leisure industrydiamond model
出刊日期 202312

中文摘要

本研究以Porter鑽石模型為理論基礎,探討屏東縣的觀光休閒競爭優勢對全縣相關產業發展策略之影響。本研究以線上問卷調查方式,收集屏東縣33鄉鎮市、共782位居民的看法。資料分析結果顯示,「生產條件」可分為「觀光文史資源」與「農漁美食生產」;「企業策略與同業競爭」可分為「休閒文史活動」與「產銷通路發展」;「相關與支持產業」可分為「地產協力產業」與「活動協力產業」;「機會」可分為「在地產業延伸」與「聯外交通建設」;「發展策略」則可分為「區域合作」、「人才南引」及「跨界加值」。「機會」優勢的「在地產業延伸」是最能影響三大發展策略的因素。較特別的是,屏北地區的「需求條件」和「活動協力產業」會抑制該區的策略發展;原住民地區居民普遍認為,「產銷通路發展」越多元,越會抑制「跨界加值」發展。

英文摘要

This study adopted Porter’s diamond model to assess the competitive advantages and development strategy for the tourism and leisure industry in Pingtung County. The researchers collected 782 residents from 33 townships in Pingtung County. The results demonstrated that the “factor conditions” can be divided into “tourism-related cultural and historical resources” and “agricultural, fishery, and gourmet production”; that “firm strategy, structure, and rivalry” can be divided into “leisure-related cultural and historical activities” and “development of production and marketing channels”; that “related and supporting industries” can be divided into “local cooperative production” and “activity cooperating industry”; that “opportunities” can be divided into “extension of local industries” and “outbound transportation construction”; and that “development strategy” can be divided into “regional cooperation,” “southbound talent migration,” and “cross-border added value.” Among these advantages, “extension of local industries” in “opportunities” was found to be the most crucial action item affecting the county’s development strategy. In particular, the “demand conditions” and “activity cooperating industry” could inhibit the three developmental strategies in the northern Pingtung area. In addition, residents in the Aboriginal area believed that more diversified “development of production and marketing channels” in “firm strategy, structure, and rivalry” would inhibit the development strategy of “cross-border added value”.

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