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1 SWOT TOWS SWOT TOWS WT SWOT TOWS

2 ( ) 1~3 10~12 OO SWOT TOWS

3 SW OT TOWS 61 ( ) SWOT TOWS ( ) SWOT SWOT () () ( ) () (Protor, 1997) (opportunities) (threats) (strengths) (weaknesses) Barney(1991) SWOT Fahy and Smithee, 1999; Valentin, SWOT 2001 SWOT

4 ) Mintzberg(1994) SWOT ( ) TOWS Weihrich(1982) TOWS Proctor(2000) TOWS TOWS Weihrich(1999) TOWS Michael Porter (Porter, 1990) (TOWS) (SO strategies) (WO strategies) (ST strategies) (WT strategies) TOWS ( ~18) TOWS TOWS Ruocco and Proctor,1994 TOWS 1 1 TOWS TOWS (Proctor and Ruocco,1992; Ruocco and Proctor, 1994; Proctor,2000) Proctor(1997)

5 SW OT TOWS 63 SWOT TOWS Ramos, Salazar and Gomes(2000) SWOT Proctor(2000) TOWS 50 TOWS Weihrich(1993) TOWS Benz Weihrich(1999) TOWS Poter SWOT (2004) SO ST WO WT (2003 SWOT SO ST WO WT SWOT TOWS SWOT (AHP) SWOT SWOT SWOT SWOT TOWS SO ST WO WT SO ST WO WT 2 The Strategic Position and Action Evaluation Matrix ( ) FS CA ES +6

6 SPACE x y x y ( ~311) FS 6-6 CA 6 0 IS -6 ES 2 SPACE Matrix TOWS 1 2 SPACE 1 TOWS 2 SPACE TOWS SPACE

7 SW OT TOWS 65 TOWS SPACE SPACE TOWS TOWS SPACE SPACE TOWS Hartman 1986 Butler,1994 Kreutzwiser,1989 and Hickey, 1997Butler 1994 Hopper(2002) % % ~3 Roslow, Li and Nicholls(2000) /

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11 SW OT TOWS 69 SWOT Weihrich, 1982a Weihrich, 1993; Ruocco and Proctor, 1994; Proctor, 1997; Proctor, Smith, 2003 SWOT Weihrich, 1982bSWOT Ramos, Salazar 2003 and Gomes, 2000 SWOT TOWS Weihrich, 1999 SWOT TOWS SWOT TOWS SPACE

12 SWOT TOWS SWOT SPACE Matrix TOWS 3 SWOT TOWS 3

13 SW OT TOWS 71 SWOT TOWS SPACE ( ) SWOT Barney, 1991; Valentin, SWOT SWOT 9

14 % 1~10 2 SWOT ( ) 100% ( ofile/profile.asp ~ ( ) 100% 1~10 9 ( ) 100% 1~10 10 ( ) 100% 1~10

15 SW OT TOWS 73 ( ) ( ) SWOT 2 SPSS10.0 4(1) (2) 4(3) (4) 100% 1~10 1~10 4 (3) 4 (5) SPACE Matrix SPACE x y x y ( ~311) SWOT TOWS SO ST WO WT SPACE

16 % 82.5% 100% 82.8% 3 3 % % % % % 2 1.0% 20~ % 6 2.9% 30~ % ( ) % 40~ % % 50~ % % % % 5 2.4% ) ( % % ( ) % 2 ~ % ( % 4 ~ % 6 ~ % 8 ~ % ) %

17 SW OT TOWS 75 SWOT SWOT TOWS SWOT 4 4 SWOT (1) (2) (3) (4) (5) SWOT % % % % % % % % % % ( 14.57% SARS ) % % % % %

18 SWOT (1) (2) (3) (4) (5) SWOT % % % % % % % % % % % % % % % % % % % % % %

19 SW OT TOWS 77 TOWS SPACE x Matrix y x 0 x 0 y 0 y 0 x y TOWS SO WO ST WT 4 x Y x y SO x 0 y 0 x y WO x 0 y 0 x y ST x 0 y 0 x y WT x 0 y 0 x TOWS 4 SWOT x y x y WT / TOWS 4

20 S III ( ST 1 I ( SO T O (-0.694, ) IV ( WT -1 W II WO 4 TOWS TOWS 4 SO ST WT WO SO ST WO WT ( ~305) TOWS 4 WT WT

21 SW OT TOWS 79 4 SWOT SWOT TOWS 4 WT

22 ( ) 4 ( ) 4 SWOT 100% 1~10 1~10 TOWS

23 SW OT TOWS 81 SWOT TOWS SPACE TOWS Smith(2003) SWOT Proctor(2000) TOWS TOWS SWOT TOWS SPACE 4 SWOT TOWS 4 WT ( ) 1. 4

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27 SW OT TOWS ( ) SWOT SWOT 11. ( Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, Mar, 17(1), Baum, T. & Hagen, L. (1999). Response to Seasonality: the Experiences of Peripheral Destinations. The International Journal of Tourism Research, Sep/Oct, 1(5),

28 Butler, R. W. (1994). Seasonality in tourism: Issues and problems. In A. V. Seaton (Ed.), Tourism: The state of the art ( ), Chichester, England: Wiely. 4. Fahy, J. & Smithee, A. (1999). Strategic Marketing and the Resource Based View of the Firm. Academy of Marketing Science Review, 10, Hartman, R. (1986). Tourism, seasonality and social change. Leisure Studies, 5(1), Higham, J. & Hinch, T. (2002). Tourism, sport and seasons: the challenges and potential of overcoming seasonality in the sport and tourism sectors. Tourism Management, 23, Hinch, T. D. & Hickey, G. P. (1997). Tourism attractions and seasonality: Spatial relationships in Alberta. In K. Mckay (Ed.), Proceedings of the travel and tourism research association, Canadian Chapter (69-76), University of Manitoba, Winnipeg. 8. Hopper, P. (2002). Marketing London in a difficult Climate. Journal of Vacation Marketing, London, 9(1), Kolk, A. & Pinkse, J. (2004). Market Strategies for Climate Change. European Management Journal, 22(3), Kreutzwiser, R. (1989). Supply in G. Wall (Ed.), Outdoor recreation in Canada (19-42), Toronto: Wiley. 11. Mintzberg, H. (1994). The Rise and Fall of Strategic Planning, Free Press, New York, NY. 12. Nunnally, J. C. (1978). Psychometric Theory, 2d Ed. New York: McGraw-Hill. 13. Porter, M. E. (1990). The Competitive Advantage of Nations, The Free Press, New York, NY 14. Proctor, T. & Ruocco, P. (1992). Generating Marketing Strategies: A Structured Creative Decision Support method. Management Decision, 30(5), Proctor, T. (1997). Establishing a strategic direction: a review. Management Decision, 35(2),

29 SW OT TOWS Proctor, T. (2000). Management tools strategic marketing management for health management: cross impact matrix and TOWS. Journal of Management in Medicine, 14(1), Ramos, P., Salazar, A. & Gomes, J. (2000). Trends in Portuguese tourism: a content analysis of association and trade representative perspectives. International Journal of Contemporary Hospitality Management, Bradford, 12(7), Roslow, S., Li, T. & Nicholls, J. A. F. (2000). Impact of situational variables and demographic attributes in two seasons on purchase behavior. European Journal of Marketing, Bradford, 34(9/10), Ruocco, P. & Proctor, T. (1994). Strategic Planning in Practice: A Creative Approach. Marketing Intelligence & Planning, 12(9), Smith, B. (2003). The effectiveness of marketing strategy making processes: A critical literature review and a research agenda. Journal of Targeting, Measurement and Analysis for Marketing, Mar, 11(3), Valentin, E. K. (2001). SWOT Analysis from a Resource-Based View. Journal of Marketing theory and Practice, Spring, 9(2), Weihrich, H. (1982a). The TOWS matrix tool for situational analysis. Long Range Planning, 15(2), Weihrich, H. (1982b). Strategic career management-a missing link in management by objectives. Human Resource Management, Summer/Fall, Weihrich, H. (1993). Daimler-Benz s Move towards the Next Century with the TOWS matrix. European Business Review, 93(1), Weihrich, H. (1999). Analyzing the competitive advantage and disadvantage of Germany with the TOWS Matrix-an alternative to Porter s Model. European Business Review, 99(1), 9-24.

30 A Study of the Strategic Marketing on Low Season in Penghu Tourism The Implementation of SWOT Analysis and TOWS Matrix Su-Ching Chang Department of Tourism, National Penghu University Abstract The Tourism industry is one of the main industries in Penghu. Although tourism resources are abundant, but the climate is influenced by the Northeastern monsoon in autumn and winter; it shows that not only the quantity of visitors falls sharply but also the prosperity of the whole industry are influenced in Penghu. It has to offer a set of rigorous and integrated plan to overcome the seasonality problems, which existed for a long time in Penghu. The most suitable method is to make a marketing strategy by adopting the strategic marketing concept. The purpose of this study is to adopt the viewpoints of strategic marketing, and combine the opinions of collecting from the industry, official and academy. Both of the quantitative and qualitative methods of which SWOT analysis and TOWS matrix tools are employed to analyze the opportunities and threads of the external environment; the strengths and weaknesses of internal environment on the tourism development in Penghu. On the basis of the research results, the defense strategy of reducing the weaknesses on internal environment and avoiding the environmental threat is offered. According to the implication of defense strategy, the concrete managerial suggestions and references are offered to formulate the strategies and develop marketing strategy on low seasons for the related tourism industry in Penghu. Key words: strategic marketing, SWOT analysis, TOWS matrix, seasonality

TOPCO崇越論文大賞暨學術研討會論文格式說明

TOPCO崇越論文大賞暨學術研討會論文格式說明 TOPCO 崇越論文大賞論文題目 : 從兩岸三地企業名人語錄探討 SWOT 因子及其策略意涵報名編號 : ES0016 從兩岸三地企業名人語錄探討 SWOT 因子及其策略意涵摘要本研究採文獻收集法及內容分析法進行質化探討性研究, 分析商業週