A Study of Operational Strategy for Domestic Airlines on the Impact of Taiwan High Speed Railway

• Main Authors: Chi-Ruey Jeng, 鄭啟瑞
• Other Authors: Tay-Lin Hwang
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/91614270231726305972

碩士 === 長榮大學 === 經營管理研究所 === 91 === Since the government carried out the “Open Sky” in 1987, the airline market in Taiwan had considerably prospered. However, it was after the peak of passenger transport was reached in 1997 that an awkward situation resulted from the negative growth has prevailed the whole market five years in a row up to right now. In the past few years, bus companies had competed intensively for the domination over the bus market in west Taiwan. It is also predicted after the High Speed Rail start operation in the end of 2005, the airline market in Taiwan is bound to undergo a more enormous impact. For this sake, how to survive the keen competition is going to become one of the key issues every single airline company must confront in the future. Through reviewing existent references, this study aims to find out all kinds of essential factors that work upon the operational strategies adopted by airline companies, and focuses on both internal and external environment to construct an analytical hierarchy framework pertaining to the operational strategies adopted after the completion of Taiwan High Speed Rail. In terms of the data investigation, it is mainly conducted by means of questionnaires filled out by high-level superintendents, such as board chairpersons, presidents, vice presidents, from four airline companies which are now running domestic flights, in addition to experts on aviation management and officials from authorities. The questionnaires filled out by these professionals can be treated as the basis of this study in making the alternative strategies for airline companies after analyzed with Fuzzy Analytical Hierarchy Process (Fuzzy AHP). At last, this study concludes with a comprehensive analysis of the questionnaires filled out by all of these subjects. The result reveals the external factors carry remarkably greater weight than the internal ones, but they should be deemed as reference only due to the uncontrollability, and the focus should be focused on the internal ones when an airline company is making an operational strategy. In the end, the top five essential factors are singled out according to priority: Construction of Reputable Enterprise Image, Alliance with Different Trades & Expansion of Service Range, Promotion of Strategic Alliance in the Same Trade, Fare Diversification, On-line Booking Service; furthermore, some operational strategies are proposed in the light of the five factors in order to provide reference to the proprietors.