疫步疫腳印，探討旅館與COVID-19的共存之道

Abstract

回顧2020年，受COVID-19影響，臺灣觀光旅館產業規模年減32.4%，整體住用率降至38.8%。新加坡因疫情而採取的鎖國、旅遊限制等抗疫措施，對本地旅館業帶來巨大的影響，2020年訪客量僅有274萬人次。以往的災害風險並未如這次的疫情持續二年多，多數旅館業者輕忽了嚴重性，缺乏一個管理措施，造成疫情爆發時，旅館業者損失慘重。本研究以臺灣6間和新加坡2間集團式旅館做為訪談對象，以企業風險管理為架構，針對風險管理各階段採取的策略進行探究，並分析兩國疫情下各項策略的異同以及未來營運方向，經由專家分析，命名70個類別，共計得到349個分析單位。研究結果顯示：臺灣與新加坡旅館業者在疫情下管理目標主要以節流、發展新的機會為主；疫情下多數旅館認為會遇到人力資源管理風險；在評估風險上兩國主要以成立專案小組、評估客源層、對疫情的判斷；接下來擬定應對策略，兩國策略類似，主要以增加服務項目、促銷、拓展銷售通路為主。策略成效上餐飲、通路、促銷專案都取得相對較好的成效；最後未來策略方向旅館業者以多元發展、人事管理、創新、環保為主、與疫情共存。綜上所述，建議旅館業者可以思考未來再發類似情況，危機風險管理、財務管理都是需要考量的點，並且要跳脫框架創新發展，創造營收掌握機會。此外因為疫情，衛生與生活息息相關，建議旅館業者可以提供非接觸式服務體驗，許多人因為畏懼服務性質產業，怕有感染風險，人員聘用也有一定難度，因此人才管理是非常重要，也是未來旅館業者不可忽視問題。Looking back on 2020, due to the impact of COVID-19, the scale of tourism hotel industry in Taiwan decreased by 32.4 % annually, and the overall occupancy rate dropped to 38.8%. In Singapore, due to the huge impact of the epidemic on the local hotel industry, the number of visitors in 2020 was only 2.74 million. The previous disaster risk has not been affected by the COVID-19 for more than two years. Most hoteliers have ignored the severity and lacked a management measure. Therefore, when the epidemic broke out, the hotel industry suffered heavy losses. This study takes 6 group hotels in Taiwan and 2 group hotels in Singapore as the interviewees, and uses enterprise risk management as the framework. To explore the strategies adopted in each stage of risk management, and to analyze the similarities and differences of the strategies in the two countries under the epidemic situation and future operations. After analysis by 3 experts, 70 categories were named, with a total of 349 analysis units. The results show that the management goals of group hotels in Taiwan and Singapore under the epidemic are mainly to reduce costs and develop new opportunities. The next step is to formulate coping strategies. The strategies of the two countries are similar, mainly focusing on increasing service items, promoting sales, and expanding sales channels. In terms of strategic results, catering, channel and promotion projects have achieved relatively good results. Finally, the future strategic direction for hotel operators is to focus on diversified development, personnel management, innovation, environmental protection, and coexistence with the epidemic. To sum up, it is suggested that hoteliers can think about similar situations in the future. Crisis risk management and financial management are all points to be considered, and they should jump out of the framework to innovate and develop, and create opportunities to increase revenue. Since the health of the epidemic is closely related to life, it is recommended that hoteliers can provide a non-contact service experience. Many people are afraid of the service industry and the risk of infection, so it is also difficult to hire personnel. Therefore, human resource management is very important, but the future of hotels can not be ignored the issue.