臺灣博碩士論文加值系統

國際觀光旅館業在近年來面臨重大的產業轉型，由於國內旅遊人口日增，外籍商務旅客數量逐年遞減，國際觀光旅館必須改變服務作為，以回應整個客群結構的改變。然而，長久以來，服務業管理的研究多半援引製造業的管理系統作為參照，卻經常造成解釋上的瓶頸，根本的問題應該發生在兩者追求與創造的價值不同。國際觀光旅館若須在此一時期掌握發展轉機，必須先能夠以新的管理思維奠定其管理系統的基礎，由此觸發本研究的動機。
本研究主要目的即為探索國際觀光旅館塑造情緒價值之歷程與模式，研究共分為預訪及深入研究兩個階段。採「深度訪談」與「文獻資料分析法」蒐集國際觀光旅館的管理實務，並以此歸納專屬於國際觀光旅館創造情緒價值之管理平台。
在預訪階段訪談三家客觀條件大相逕庭的飯店，主要目的在提出分析服務過程中塑造情緒價值之初步架構。預訪結果顯示，情緒價值乃是透過經營策略、情緒行銷與情緒勞務的組織活動所創造。
深入研究階段則針對一家飯店進行各階層人員的訪談，以驗證預訪結果並修正情緒價值塑造與情緒行銷及情緒勞務管理之關聯架構。研究結果發現：(1) 情緒價值是透過組織全體人員共同創造，只是每個人的角色不同；(2) 在設定與修正情緒價值時，會受到三種力量影響，高階經理人的價值、一線人員的經驗和顧客的回饋；(3) 情緒行銷在創造情緒價值上有兩方面的貢獻，一者為傳播情緒價值，包含內部溝通與外部溝通，另一者為設計接觸環境，如實體環境、服務流程等；(4) 情緒勞務是主要創造情緒價值的過程，其實施受到服務經驗、服務者心態和勞務特質的影響，分成兩個階段，偵測階段進行客人的同理活動，履行階段則以任務達成或情緒達成創造客人的情緒感受；(5) 情緒勞務管理是指情緒價值背後的管理系統，飯店業針對其獨特的情緒價值，設計相關的配套措施。最後將針對國際觀光旅館業者、後許研究學者及學術界提出建議。

The international tourist hotel industry in Taiwan faced a very importance transformation in recently years. According to the survey from Bureau of Tourism, the numbers of foreign tourists and local travelers have been increasing steadily. The industry of the international tourist hotel must change their behavior of serving to reply the change of the whole contexture of the customers. The academic community usually uses the research about the manufacturing industry for the example to discuss the managers of serve organizations. Because of the different value which is created in the international tourist hotel industry and manufacturing industry, the conclusion of the research will also be different. The incentive of this study is providing the international tourist hotel industry a new thought to become the base of the manage system in the transition period of development.
The main purpose of this study was to figure out the model of emotional value created. There are two steps in this study including pre-interview and deeply research. Collecting information related the management practices of the international tourist hotel industry by “in-depth interviews” and “literature analyses”. And then the creation platform of emotional value is established for the international tourist hotel only.
Interviewing three hotels with very different objective conditions in the pre-interview part, and suggest an initial analyzed model of emotional value in the services behavior. The result shows that the emotional value is created by the business strategy, emotion marketing and emotion labor.
In the step of “in-depth interview”, we interview each position of the hotel in order to prove the result of pre-interview and correct the related structure of emotion value that is created, emotion marketing, and emotion labor. The results are as follows: (1) Emotion value is created by all coworkers that each of them has different role. (2) When emotion value is set up and corrected, three forces will influence, including the value of high-level staff, the experience of basic-level personnel, and feedback of customers. (3) In creating emotion value, emotion marketing could communicate it inside and outside of organization and design the encounter environments, like physical environment, service procedure, and so on. (4) Emotion labor could bring the creating process of emotion value. According to serving experiences, attitudes, and characteristics, the process divided into two steps, including touting customers’ actions and fulfilling what their emotions. (5) The management of emotion labor is the managerial system behind creating emotion value, and the hotel industry should design related activities according to the unique emotion value. Then, we propose our suggestions for further research and international tourist hotel industry.

摘要
ABSTRACT
誌謝
目錄
圖目錄
表目錄
一、緒論
1.1 研究背景與動機
1.2 研究問題與目的
1.3 研究流程
二、文獻探討
2.1 消費者情緒
2.1.1 情緒的概念
2.1.2 情緒的作用
2.1.3 情緒的價值
2.2 情緒行銷
2.2.1 情緒行銷的概念
2.2.2 品牌權益與情緒
2.2.3 服務接觸與情緒
2.2.4 情緒行銷的實施
2.3 情緒勞務
2.3.1 情緒勞務的概念
2.3.2 個體情緒勞務的執行與結果
2.3.3 組織情緒勞務的管理
三、研究設計與方法
3.1 研究設計
3.1.1 研究觀念性架構
3.1.2 研究變項定義
3.2 研究方法
3.2.1 深度訪談法
3.2.2 文獻資料分析法
3.3 研究對象
3.3.1 研究對象選擇
3.3.2 受訪者選擇
3.3.3 深入研究機構簡介
3.4 研究工具與實施
四、預訪結果與分析
4.1 產業概況分析
4.1.1 國際觀光旅館的產業概況
4.1.2 國際觀光旅館的規模與分佈
4.1.3 來台旅客分析
4.1.4 國際觀光旅館產業特性
4.2 預訪結果與分析
4.2.1 L飯店分析
4.2.2 G飯店分析
4.2.3 H飯店分析
4.3 小結與修正觀念性架構
五、深入研究結果與分析
5.1 飯店各角色對情緒價值的貢獻
5.1.1 高階經理人的貢獻
5.1.2 前台主管與人員的貢獻
5.1.3 後台人員的貢獻
5.2 情緒價值的設定與修正
5.2.1 高階經理人的價值
5.2.2 一線人員的經驗
5.2.3 顧客的抱怨與回饋
5.3 情緒行銷的回應
5.3.1 內部溝通
5.3.2 外部溝通
5.4 情緒勞務的回應
5.4.1 影響要素
5.4.2 偵測階段─即時的同理
5.4.3 履行階段
5.5 情緒勞務管理
5.5.1 明確的規範
5.5.2 走動式管理
5.5.3 信任與授權
5.5.4 後台的溝通功能
5.5.5 激勵的方式
5.5.6 組織文化
5.6 小結
六、結論與建議
6.1 研究結論
6.1.1 角色觀點的情緒價值模式
6.1.2 驗證功能觀點的情緒價值模式
6.2 研究建議
6.2.1 對國際觀光旅館業
6.2.2 對後續研究者
6.2.3 對學術界
6.3 研究限制
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附錄一
附錄二

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