| Summary: | 碩士 === 國立臺灣大學 === 國際企業學研究所 === 95 === During 1980 to 2000 there were many Taiwan International Tourist Hotel owners asking the International Hotel Group to provide the support of hotel management relative techniques by paying parts of Gross Revenue to them. Both of the two parties often sign the management contract or franchise for their future cooperation. However, some contracts were broken in the early or middle of contract period. This research aims at finding the consultative and communicative activities before signing the contract.
By taking the Taiwan International tourist hotels entering the management contract with the International hotel group for case study, the research structure of the thesis was build by reading relative literatures, collecting news data and interviewing the former V.P. of the Landis-institute. Then we develop the interview questions those are needed in the research.
The research result reveals that Taiwan owners emphasized on the resource and ability of the other parties, such as international marketing ability, sales promotion and brand image when choosing the partner. Implementing cross-culture management and building trust relationship could increase the operation efficiency and benefits. However, Taiwan owners will break the management contract if the long-term financial performance continue being weak.
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