臺灣博碩士論文加值系統

摘要:1980年代以後，由於自由經濟之起飛，市場進入障礙漸漸解除，消
費者對各項商品選擇空間漸廣，因此對於商品品質之要求亦愈形嚴苛；企
業經理們為增加競爭力，在其管理作為上已由高度追求獲利，轉化為將顧
客與員工放入其管理重心，欲充份掌握，以面對市場瞬息萬變之挑戰。尤
其「服務－績效鏈」（Service-Profit Chain）觀念之提出，充份表達了
員工及顧客之滿意度與公司經營績效間之必然關係。民國七十六年，國內
空運市場隨開放天空政策而開放，因經濟成長而致運輸量能需求之殷切、
陸運品質日趨惡化、藍色走廊（海運）之開發又未見其皮)信]素，促使國
內航空市場快速成長，發展至八十六年達到高峰，客運量平均年成長率均
達20%。在航空公司方面，民國七十六年以前，僅有中華及遠東二家航空
公司經營本島航線，永興及台灣二家航空公司經營離島航線，由民國八十
四年起經營國內航線之航空公司已有中華、遠東、復興、國華、台灣、立
榮、大華、瑞聯及長榮等九家航空公司。然而現階段國內航空市場之成長
已趨緩和，乘載率因各公司量能之不斷擴充而趨漸下降，政府雖於八十五
年十二月宣布不再同意申請設立新公司，以避免惡性競爭導致飛安品質之
下降，亦無法抑制市場白熱化之競爭情況。本研究利用「服務－績效鏈」
之觀念對於競爭激烈之國內航空服務業做一實証性研究，試圖探討此一觀
念套用於國內航空業之適切性，以及在嚴苛的競爭環境下，如何創造企業
內部及外部之競爭力。經以問卷方式蒐集各航空公司員工滿意度資料164
份與顧客滿意度資料428份，並利用各公司85年財務報表加以統計分析，
獲得諸多員工、顧客滿意度與公司經營績效三者間關係互動之結論，謹提
供主管機關及國內民航服務業經營管理之參考。

Abstract After 1980s, due to economy of free enterprises, the
obstacle to enter into a market gets less severe. The customer*
s freedom of choice to select a commercial product has become
broader. Therefore, the demands for product quality by customer
get higher. In order to increase company*s?信petitiveness, the
managers have changed their management from solely profit
oriented to customer and employee centered management. The
managers want to get a firm grip of customer and employee in
order to face the challenge in a rapid changing market.
Especially, the concept of Service-Profit Chain was brought out
to fully express the essential relation between company*s
operation and the satisfaction of employee and customer. In
1987, the domestic airline*s market was then open. Accompanied
by Taiwan*s economic growth, the demand of having a larger
transportation capacity was getting higher. The quality of land
transport was poor and sea transport was not yet developed to
see its benefits. Therefore, starting in 1988, Taiwan*s air
transport grew rapidly and had reached to peak in 1997. The
passenger flights grow on an average of 20% annually. Before
1987, there were only China Airlines and FAT two companies
running Taiwan*s flights and Formosa and Taiwan Airlines running
offshore island flights. In 1995, the domestic airline expanded
to 9 companies. The domestic market growth had slowed down and
the passenger rate of flights gradually also went down because
of expanding capacity by airlines. Although the government had
stopped to accept new application for domestic airliners in
order to avoid inferior competition to cause below standard air
safety quality. However, this did not stop furious competition
in domestic market. This study uses Service-Profit Chain concept
to make a verification work on services of domestic airlines,
tries to find the applicability of this new concept to the
domestic airlines, and study how to create enterprise*s internal
and external competitiveness under a high competition
environment. By questionnaires, the response data from customer
and employee were collected and analyzed with statistic tool to
obtain meaningful conclusions in order to provide both the
government and domestic airlines a reference for their
management operation.