台灣位處亞洲大陸東南沿海，西太平洋交通要衝，為東北亞與東南亞空中交通必經的國際航道，具有亞太地區空中優越的地理位置優勢，相對於發展航空業是相當有利的條件。根據亞太航空中心(CAPA)在2013年的統計資料顯示，台灣桃園國際機場在旅客人數上是北亞第十大，可見台灣發展航空產業的潛力可見一番。
　　低成本航空公司，是近年來迅速發展的航空業模式，眾多外國籍低成本航空公司在台灣設點，搶食航空業的大餅，而低成本航空也讓有需求搭乘飛機的旅客多了一種低成本的選擇。至2013年止，台灣尚未有國籍低成本航空公司成立，本研究主要目的欲發展出台灣低成本航空公司之經營模式及作業流程及創新方法，以具有競爭力的獨特模式加入低成本航空的戰局。
　　從ICAO（國際民間航空組織）2013年統計資料可知，全球低成本航空公司因經營問題導致停業者，約占所有低成本航空之49%，其中經營未滿五年即結束營業者占51%，由此可知低成本航空公司之經營模式及策略訂定對公司有攸關存在之影響。
　　過去的研究著重在消費者對於低成本航空的搭乘意願及重視項目，且研究對象多為美國、歐洲低成本航空的國內航線，對於經營模式上也以發展較早的美國和歐洲為研究對象；亞洲部份也以東南亞的航空為研究對象，尚無針對北亞的低成本航空經營模式進行探討之研究。學者Bevan (2013)指出，台灣發展低成本航空所面臨的問題與韓國類似，韓國低成本航空經營模式有機會成為台灣低成本航空業發展的學習對象，故本研究以韓國低成本航空公司為例，以ICAO在2013年底的統計資料，韓國營業中的低成本航空公司Easter Jet、Jeju Air、Jin Air及T’way Airline作為個案進行研究。蒐集初級及次級資料，針對其經營模式、作業流程、低成本方式及創新作為等進行探討，並依照眾學者所提出的經營模式模型、低成本航空策略等加以分析，探討其價值鏈及市場區隔之導向，並歸納出其作法，期待以韓國低成本航空個案的模型，導出適合台灣航空業者在低成本航空領域值得學習的方向及發展出屬於台灣長期發展的低成本航空模型，讓台灣低成本航空在成立營運後即能面對經營上的挑戰。
　　研究結果發現，低成本航空模式，不再只是單一模型，機票價格因素只是其中一項因素，而不是全部。因應航空競爭者的加入，為了提升顧客滿意度及提高品牌形象，讓顧客願意選擇，在服務方面有創新的模式，提供配套服務措施等，及更加著重在顧客滿意度及便利性上，例如訂票即時性及預先辦理線上登機等服務。在品牌定位上也經營出獨特的風格，做出市場區隔，盡量滿足顧客的期待。

From the geologically position, Taiwan island is located on the southeast rim of Asia Continent along the side of west Pacific region, within this region, airplane route between northeast and southeast Asia intersect on Taiwan, this provide the best environment for developing air travel related business. According to the statistics of CAPA of Asia in 2013, Taoyuan Airport of Taiwan numbered the 10th airport on North Asia region of air-traveled customers. This provide a great potential market growth on aviation industry locally.
With the advantage mentioned above, many foreign-owned airline companies established their representative offices in Taiwan to develop the market on low-cost carrier business and these in return benefiting the customers in Taiwan with more options to select. Up to 2013, Taiwan does not have any locally owned airline companies provide low-cost carrier options for the market, the purpose of this study is to study the business models of foreign-owned low-cost carrier airlines hence to provide a more competitive strategy for local airline companies to compete in this section.
Based on my study, statistics from ICAO shows 49% of the low-cost airlines world-wide were terminated due to the management problems, among those failed ones, 51% of them were closed within five years. Above information indicated the importance of applying the correct strategy and operation management is critical to the sustainability of the business.
There are many papers been published on low-cost airlines strategy, most of them are focused on the willingness and likeness of the customers from the US and European based airlines; also some studies focused on southeast Asia airlines companies, but missed on north Asia airlines section. With the background of the above, this paper pick the north Asia airlines as the target group to study low-cost airlines strategy. My study uses the low-cost airlines of Korea as the target, they are Easter Jet、Jeju Air、Jin Air and T’way Airline, based on materials and case study information, focused on the operation management study, process control, cost reduction methods and innovation development. This research also included academic studies for business models, low-cost airlines strategies for data analysis, also evaluate the value chain and market section study concluded into charts and summary. With this study, hopefully to provide a more clear pictures for local airlines companies to develop our own local Taiwan low-cost airlines market strategy.
My study shows that ticket price is not the main factor for this market section, with more competitive airlines joined this market, to meet customer satisfaction; innovations on the service, access convenience, creating unique brand positioning and marketing segmentation becomes more important for being successful in this business.

摘要 i
目錄 v
表目錄 vii
圖目錄 viii
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究問題與目的 2
第二章 文獻探討 3
第一節 何謂經營模式 3
第二節 何謂低成本航空 13
第三節 破壞性創新 21
第四節 SWOT分析理論 28
第三章 研究方法 31
第一節 研究流程 31
第二節 研究對象與抽樣 33
第三節 研究方法與限制 34
第四章 個案分析 35
第一節 目前韓國低成本航空的發展現況 35
第二節 個案一：EASTAR JET 易斯達航空 37
第三節 個案二：JEJU AIR 濟州航空 39
第四節 個案三：JIN AIR真航空 41
第五節 個案四：T’WAY AIRLINE 德威航空 44
第六節 個案小結 46
第五章 結論與建議 50
第一節 研究結論 50
第二節 研究貢獻 56
第三節 管理意涵 57
第四節 研究限制及後續研究建議 57
參考資料 59
附錄 67

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