碩士 / 中華大學 / 企業管理學系 / 104 / The ocean development plans had always been restricted by the special political situations and historical issues despite the plentiful marine resources in Taiwan. Supervision or isolation had been taken since the beginning, marine resources could not be utilized and elaborated in recreational and sightseeing areas. Through out the history in Taiwan: enforced martial law started in 1949 and ended in 1987, till the government mad ‘marine policy’ in 2008, the coastline has finally been opened to the public under the environmental friendly circumstances.
Far behind those developed country, lack of thoroughly development and utilization of marine resources. Taiwan can catch up by achieving the ‘blue revolution with marine prosperity’ with real actions. As generations went by, the political stability, booming economy, increased GDP, and more leisure time came with unbalanced marine-land development, over-develop slope land, ineffective soil and water conservation, over ten million visitors in Taiwan per year, and the recently legislated of merchant ship act in 2010. Development of aquatic recreational industry is an urgent task in Taiwan. It has been 68 years since the International Court of Justice informed R.O.C. regarding the sovereign right of Taiping Island. Everybody needs to take this as vital issues instead of political issues.
Taiwan’s yacht industry had transforming from purely manufacturing to own branding, mainly attributed to the endlessly devoting of those people in the business. The supply chain built and the introduction of cutting-edge technology since 2015 had leaded the coastline development and corresponding legislations to the next level. More importantly, the aquatic activity must catch up with the world. Eventually, the result of this research would build a suitable business model and management strategy for yachts club in Taiwan. The areas to be considered are: risk management, legislation promotion and standard operating procedures of services.
The research methods included: Qualitative Research Methods, Case Studies, personal experiments, and semi-structured interviews. Referenced to modern historical documents and the Annual Report of a yacht club in Australia. The author had personally taken the sailing training of small sailboat and yacht, and then carried out a depth interview with principle of Yacht & Powerboat Training Center. The Five Competitive Forces That Shape Strategy from the master of Strategy, Michael E. Porter. Base on above, and then sum up a suitable business strategy model in Taiwan.
Our conclusions are: budget, market segmentation and highly professionally focused business model, introducing safest recreational experience to the public. Systematic, legislated one-stop service in the yacht club should guide our aquatic activity business in Taiwan to the world.
| Identifer | oai:union.ndltd.org:TW/104CHPI0321041 |
| Date | January 2016 |
| Creators | PENG,CHING-CHIANG, 彭清江 |
| Contributors | YEH, Ming - Lang, 葉鳴朗 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 47 |
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