Research Topics: Taiwan Essays

Taiwan Tourism Strategy Sample Essay

Chapter 3 Methodology and Procedures This chapter presents the various procedures and strategies in identifying the satisfaction of customer in regards to the hotel accommodations, branding and tourism in Taiwan. Actually, the discussion regarding the relationship of branding to hotel’s performance as perceived by the customers was illustrated in this chapter. Moreover, this chapter also specifies the research design that was followed, the method of research to be used, respondents of the study, data collection, instruments to be used, validation and administration of the instrument, conducting the semi-structured interview, data representative and reliability, description of the used in the study, locating the needed data to be used, statistical treatment of data, and analyzing the gathered data 3.1 Product Positioning Ramada (2002) argued that competitive product positioning holds the greatest challenge to any marketing efforts whether a firm is competing against aggressive start-ups or in traditional ways. Similar to branding, positioning operates at a high level, and requires simple, clear ideas that resonate with the intended audience. Properly positioning the company against competitors is the act of clearly defining and differentiating the brand name in the market (Ramada, 2002). Positioning products or services was defined the hotel in the mind of customers. Most research on product positioning supports the idea of differentiation. Positioning, according to Ries and Trout (2000) has changed the way people advertise. This need arose because it is the first concept to deal with the problems of communicating in an over communicated society. With this approach, a company creates a ‘position’ in the prospect’s mind, one that reflects the company’s own strengths and weaknesses as well as those of its competitors (Ries and Trout, 2000). Ries and Trout (2000) posited that in order to create position as an industry leader, a company must position a follower so that it can occupy a niche not claimed by the leader and to avoid letting a second product ride on the coattails of an established one. Attig (1999) contended that a company name, reputation, logo, packaging, core values, best practices, financial performance, and vision, are totally meaningless to the company’s target customers until those customers make a connection between these elements and something they value. This connection otherwise known as brand or product positioning defines the value of the company. On the other hand, product standardization (i.e., minimum differentiation) occurs only under very limiting assumptions (Rhee, et al., 1992). Yet, similar products are often observed in the marketplace. Rhee, et al (1992) posited that standardization is equilibrium when consumers exhibit sufficient heterogeneity along the unobservable attributes under both positioning with exogenously given prices and price competition. 3.2 Product Differentiation Today’s consumers are bewildered with more choices than ever yet, often the difference between competing products is virtually nonexistent. In cases such as this, particularly in the hotel industry, creative advertising is not enough- it demands brand loyalty. Brand loyalty according to Czerniawski and Maloney (1999) is built through skillful brand positioning and an effective advertising. However, Czerniawski and Maloney (1999) posited that the problem most company’s have is that managers have been left in the dark with two undesirable options: the delegation of task to an outside marketing and advertising agency or to follow the monotonous path of their predecessors. This strategy depresses the brand name that a firm or a hotel wishes to embark upon. Spatial models have long been used to analyze product differentiation. Hotelling (1929) indicated that his model could be applied to study product variety. Chamberlin (1933) recognized that location constituted a form of product differentiation and was concerned directly with the implications that product differentiation holds for competitive processes. But it was only with Lancaster’s (1966, 1979) pioneering theory of consumption, which proposed that consumers’ preferences do not relate to final products but rather to the characteristics embodied in those products, that earlier connections became clear. According to Lancaster, consumers do not purchase “an automobile” per se; rather, they purchase some combination of body style, speed, efficiency, reliability, and so on. Since Lancaster’s work appeared, applications of spatial competition models to the theoretical analysis of product location have proliferated (Graitson, 1982; Greenhut, Norman, and Hung, 1987), although empirical studies are rare (Swann, 1987). Studies of product positioning in marketing which build on Lancaster’s model of consumer choice have focused on the competitive effects of brand location in product space (Hauser and Simmie, 1981). Marketers use spatial representations of product positions and have developed techniques (e.g., multidimensional scaling) to represent markets as “perceptual spaces,” find “ideal points” for new product entries, and evaluate competition (Hauser and Simmie, 1981). In contrast to the unidimensional construction of product space generally used by spatial economists, product-space maps generated by marketers are typically multidimensional. In differentiation strategy, a firm seeks to be unique. It selects one or two attributes that many buyers in an industry perceive as important (Porter, 1985). Differentiation is the first step in building brands (Agres, 1995). Differentiation can take many forms: from the clearcut physical or functional (, through the less distinguishable, the barely noticeable, the emotional, to the “distinguishing but irrelevant” (blue packaging, or stripes in dentifrice) (Barnard, Ehremberg and Scriven, 1997). The objective, of course, is to gain competitive advantage by building sustained customer loyalty with products or services meeting quite precisely the demands of closely-defined markets. (Marshall, 1995). This is particularly true in the hotel industry where customer loyalty dictates the persistence of a particular hotel. 3.3 Creating the Brand American Marketing Association defines brand as name, term, symbol, design or any combination of them to identify the products or services of a seller to consumers. It also differentiates the products or services from competitors. (Kotler, 1997, p. 443) Brand also gives intangible benefit besides the usage provided by the products, making it difficult for competitors to imitate. It is precisely this role that brand plays an important role in marketing competition. Moreover, many businesses regard brand as their most precious asset; the competitive advantage that led to future income. (Aaker & Joachimsthaler, 2000) Thus, many organizations try to create brand equity for their own brand along with efforts in making management efficient to maintain brand equity. Many academics and marketers also stated that brand equity as value related to brand or symbols to increase the value of products of services offered  (Aaker & Joachimsthaler, 2000). Knapp (2000) for instance was defined brand equity as the overall customer perception of the brand–including the relationship between products’ quality, financial status, customer loyalty, customer satisfaction and the most value—towards the brand. This perception also was related to the feelings of consumers, customers, employees and shareholders toward the product brand. The results of the application of an integrated econometric time-series model for advertising effectiveness gives rise to three possible advertising effects: brand loyalty, current effects (both simple and compound) and carryover effects (Bendixen 1993). The inherent nature of these effects is related to the degree of involvement and the affective or cognitive aspects of the purchase decision. Gillespie and Morrison (2001) presented a marketing perspective that may have considerable relevance within niche markets that are served by hotels positioned at the top end of the market, with distinctive lifestyle products. It considers the extent to which such products can be effectively positioned through semiotic marketing strategies. Gillespie and Morrison (2001) proposed that this represents a reorientation in focus of positioning strategies from product and transaction, to cultural criteria and sensory differentiation. Justification is presented on the basis that while core hotel products and services and their functionality are easily duplicated, semiotics, aesthetics and their lifestyle associations are more difficult to mimic. The application of this reorientation is illustrated through the examples provided as an extraordinary collection of highly individual hotels. These products have been deliberately defined to align to conceptions of self-image, selling a set of symbolically defined features that are prototypical of a certain lifestyle (Gillespie and Morrison 2001). 3.4 Consumer Behavior and Product Differentiation: The Case of the Hotel Industry Studies of consumer behavior emphasize customer satisfaction as the core of the post-purchase period. Because customer satisfaction presumably leads to repeat purchases and favorable word-of-mouth publicity, the concept is essential to marketers (Gundersen, Heide, and Olsson, 1996). In saturated markets customer satisfaction is thought to be one of the most valuable assets of a firm (Perkins, 1991). Customer satisfaction serves as an exit barrier, thereby helping the firm to retain its customers. In recent years, numerous studies have focused the customer satisfaction and service quality in to the hospitality industry. Several contributions have been made in relation to various mechanisms for improving and using customer satisfaction. Barsky and Labagh (1992) proposed a customer-satisfaction matrix as a tool for evaluating guest information and attitudes, and for identifying related strengths and weaknesses. Kirwin (1992) emphasized guest satisfaction as a mean for increased sales and profits. Reid and Sandler (1992) examined the use of technology to improve service quality in the hotel industry. In the area of food and beverage management, Dube et al. (1994) describes how customer satisfaction data can be used for positioning strategies that will help the business carve a niche, whereas Morgan (1993) investigated consumers’ value of benefits offered in midscale restaurant chains. On the methodologic side, Barsky and Huxley (1992) argued that customer surveys in the hospitality industry often are of dubious value. Nonresponse biases are of particular concern, as they frequently threaten the representativeness of the surveys. The review of recent studies leaves the impression that there are two main obstacles managers in the hospitality industry face in their quality improvement efforts. First, although there is sample literature on total quality and quality processes, few empiric studies give recommendations that can help managers identify the key areas of importance to the customer. In other words, managing quality is difficult without knowing what aspects does the guest consider to be important when evaluating the hotel experience. Second, although several measuring instruments for customer satisfaction have been proposed, these are frequently too general or too ad hoc to ensure relevant, reliable and valid measurements for tracking the guests’ quality perceptions. 3.5 Methodology In accordance to the previous discussions, this part of the research also discussed the research methods available for the study and what is applicable for it to use. Likewise, the chapter also presented how the research was implemented and how to come up with pertinent findings. Basically, Creswell (1994) stated that methodologies are outlooks on research; they set out an image for what research is and how it should be carried out. Basically, axioms and methods are connected to each other. Methods are tools or techniques of gathering of data, techniques of analysis, and techniques of writing. Since it is a tool, then a scrupulous method can often be used by many different methodologies (both qualitative and quantitative).              Actually, the descriptive research method that uses observation and surveys was employed in this research. In this method, it is possible that the study would be cheap and quick. It could also suggest unanticipated hypotheses. Nonetheless, it would be very hard to rule out alternative explanations and especially infer causations. In addition, this descriptive type of research utilized observations in the study.  To illustrate the descriptive type of research, Creswell (1994) guided the researcher when he stated: Descriptive method of research is to gather information about the present existing condition.  The purpose of employing this method is to describe the nature of a situation, as it exists at the time of the study and to explore the cause/s of particular phenomena. The researcher opted to use this kind of research considering the desire of the researcher to obtain first hand data from the respondents so as to formulate rational and sound conclusions and recommendations for the study.             For this study, primary research and secondary research was used. Primary research was conducted using questionnaire surveys that were sent to intended respondents in Taiwan who were or are mainly affected by Tourism and branding. Here, the questionnaires were used to collect quantitative data and the interviews were also used to provide qualitative insights into the data collected.  As presented, this study utilized the descriptive research method. In this method, it is possible that the study would be cheap and quick. It could also suggest unanticipated hypotheses. This descriptive type of research utilized observations in the study.  To illustrate the descriptive type of research, Creswell (1994) guided the researcher when he stated that the descriptive method of research proposes to gather information about the present existing condition.  The type of research conducted in this thesis is through exploratory and quantitative research design. The qualitative and quantitative research study is the best choice in this case in order to answer the specific research questions posed and also to suitably expand more on the three objectives stated, that are associated to the rationale of the study. The purpose of employing this method is to describe the nature of a situation, as it exists at the time of the study and to explore the cause/s of particular phenomena. The researcher opted to use this kind of research considering the desire of the researcher to obtain first hand data from the respondents so as to formulate rational and sound conclusions and recommendations for the study. The research described in this document is based fundamentally on quantitative and qualitative research methods. This permits a flexible and iterative approach. During data gathering the choice and design of methods are constantly modified, based on ongoing analysis. This allows investigation of important new issues and questions as they arise, and allows the investigators to drop unproductive areas of research from the original research plan. This study basically investigates the manner in which hotel companies operating in the Taiwan are using branding within their marketing strategies, therefore why and how they are doing so. Specifically, the research evaluated the importance of evaluating the target market and product positioning in order to gain a competitive advantage in the hotel industry in terms of three factors: price, range of facilities and quality of hotel services. Consequently, the level of awareness of travelers and customers was evaluated. The primary source of data came from a questionnaire and interviews conducted by the researcher in selected Hotels in Taiwan. The respondents of the study came from the rank and file staff and the management team of the hotels and clients of the hotels. The secondary sources of data came from published articles from Business Management, Marketing and Hospitality Management journals, books and related studies.              For this research design, the researcher gathered data, collate published studies from different local and foreign universities and articles from social science journals; and make a content analysis of the collected documentary and verbal material.  Afterwards, the researcher summarized all the information, make a conclusion based on the null hypotheses posited and provide insightful recommendations on the dealing with differentiation and branding in the Taiwan Hotel industry. 3.6 Sampling Design The sample plan in this thesis is influenced by several practicalities: time, resources, and the need to minimize inconvenience to the respondent. In this case a non-probability sample was used. Actually, the information required to carry out the research regarding the decisions to be made was attained through the purposive sampling. This would also be due to the fact that the information gathered from a convenient population sample, which was accessible and close to hand, the guests do not also have a predetermined or known chance of selection. The target group of this research would be about 5-6 branded hotels, situated in different parts of Taiwan. They would be chosen due to the how diverse their product ranges are. Judgment sampling was also used, in the circumstances where the choices of subjects are in the best position to provide essential information. 3.7 Description of the Data Used in the Study             The study also utilized secondary data. Secondary data include raw data and published summaries, as well as both quantitative and qualitative data. Basically, the documentary secondary data used in this study are the ones often used in research projects that also use primary data collection data methods, although such data can also be used on their own or be combined with other secondary data. This type includes: written documents (notices, correspondence, minutes of meetings, reports to shareholders, diaries, transcripts of speeches, administrative and public records, as well as articles from books, journals, magazines and newspapers) that can be important raw data sources on their own right, a storage medium for compiled data, provide qualitative data, and can be used, as well, to generate statistical measures; and, non-written documents (like tape and video recordings, pictures, drawings, films and television programmes, digital versatile disks and CD-ROMs) that can be analyzed both quantitatively and qualitatively, as well be used to help  triangulate findings based on other data such as written documents and primary data collected through observations, interviews and questionnaires (Saunders et al, 2003, pp. 190-191).             Meanwhile, the survey-based secondary data that were also used in this paper are those data collected by questionnaires that have already been analyzed for their original purpose; usually, such data refer to organizations, people or households and are made available as compiled data tables or as a computer-readable matrix of raw data. These data are collected through ad-hoc surveys (usually one-off surveys and are far more specific in their subject matter, and these include data from questionnaires administered by independent researchers as well as surveys done by governments and organizations) (Saunders et al, 2003; Bryman, 1989; Robson, 2002; Hakim, 1982).             With this particular study, the researcher utilized documentary secondary data (in the form of articles from books, journals, magazines, and newspapers) that are generally about the customer satisfaction, tourism, hotel accommodations and branding as well as relevant literatures and survey-based data in order to meet the objectives of this study. 3.8 Theoretical Framework The research consists of three-path relations that include (1) Independent Variables (ex. Service quality, Customer satisfaction), (2) Intervening Variables (ex. Brand image), and (3) Dependent Variables, (ex. Customer Loyalty). Meanwhile, the research aims to intersect the width of this theory and focuses on four main reasons of influencing the Services Quality, Customer Loyalty, Customer Satisfaction, and Brand Image. The author also intends to refer to the Crosby, Evans, and Cowles (1990) findings in service quality relationship in this study. Independent Variable    -    Intervening variable      -    Dependent Variable                                                 3.9 Respondents of the Study The general population for this study was composed of selected personnel in six (6) branded hotels, situated in different parts of Taiwan numbering to 60 respondents. Ten (10) staffs and management personnel from each hotel shall be surveyed. The researcher also provides interviews for managers whose function is directly related to the organisation and implementation of the marketing strategy employed by the hotel. For the clients of the hotel, a total of sixty (60) respondents was also be employed, ten (10) in every hotel. 3.10 Data collection method There were 2 types of data collection methods involved and used in this research; primary and secondary data collection methods. Primary data, as the name implies, is the data collected for the sole purpose of the research topic, by the researcher. Moreover, collecting the primary data in this research would be to have face to face interviews, telephone calls and also through self-designed questionnaires. In the face to face interviews, the researcher intends to take notes when there is a response by the interviewee. Also used during the interview process, was a voice recorder in order to remember and facilitated the note taking and also improved the flow and communication of the interview process. Regular hotel visits and phone calls was made to the hotels that the researcher wish to do the research on. In the hotels the researcher chooses to target, the questionnaires were distributed to the business travelers by the hotel staff, and those completed was returned to the reception. This method is chosen in order to have minimum disruption to both staff and guests (the questionnaires could be completed at a time most convenient to the guest during his or her stay). A pilot study was first conducted prior to the main study in order to test the questionnaire design. 3.11 Data Analysis The type of testing used in this case was parametric testing. All the data gathered from the interview and questionnaires were tabulated and coded so that parametric testing would be executed. Parametric tests are more powerful than nonparametric tests given the sample size, and assume the variable(s) being measured is/are normally distributed among the population. Criteria other than sample size must, of course, be met before parametric tests can be used. There were also be low responses from business travelers, which could be due to (a) their lack of time during their stay in the hotel, (b) their lack of interest in the questionnaire, which also might be a supplementary to the comment card owned by the hotel, (c) lack of commitment on the hotel’s part, concerning the collection of the questionnaires and the administration.             Based on the use of the thesis design and method, which utilizes the qualitative and the descriptive methods, this study focuses mostly on the report of the researcher and the interaction of the researcher and the respondents who are the subject of the study. Because the information gathered for the research focuses on the observation of the behaviors of the respondents in accordance to the performance of the hotel and their view with regards to branding, one of the best ways that this can be achieved is through analyzing the responses form the given survey questionnaire.             As such, the processing of the data and their analysis will focus mostly on the different methods that the researcher will be able to interpret the answers of the respondents to the questions.             Actually, when all the needed and pertinent data are gathered, the researcher will employ on them the documentary analysis technique, which is more commonly known as content analysis to come up with the findings needed for the fulfilment of the objectives of this research undertaking. Apparently, the researcher also performed the content analysis. Like other research techniques, content analysis must be objective. There should be no bias involved in the selection and classification of content to be analyzed, in its sampling design and in its interpretation of results. To be objective, the researcher make sure that as much as possible, all items and aspects in the content to be analyzed were placed under appropriate categories. And in this, the perception of the researcher was not influenced by factors other than the true outcomes or the true frequency counts of the variables the inquired.             In line with this, the data were analyzed based on the descriptive statistics performed in data processing. What’s more, the content analysis of documentary materials in this study was quantitative because the interpretations and conclusions from the findings depend almost entirely on the output in processing the frequency counts of the perceptions of the respondents. So, the occurrences of the perception of the respondents were tallied one by one, upon the frequency of the occurrences depends the analysis and interpretation. To further enhance the perception of the respondents, they were also given time for an interview that is subjected to their respective insight to the topics. The interview results were then used to justify their answers.             As has been mentioned previously, content analysis of the documentary materials of this study was systematic. Hence, it follows scientific methods of research. The steps follow: 1.      Recognizing the problem- The problem in this study was to distinguish the differences on Brand Image, Service Quality, Customer Loyalty, and Customer Satisfaction between International Tourist Hotels and Domestic Hotels in Taiwan. 2.      Forming hypothesis. H1: The quality of hotel industry service is likely to influence brand image             in both tourist hotels and domestic hotels. H2: The quality of hotel industry service is likely to influence customer’s    perception.  H3: The quality of hotel industry service is likely to influence customer’s     loyalty. H4: The brand image is likely to influence customer’s satisfaction. H5: The brand image is likely to influence customer’s loyalty. H6: The customer’s satisfaction is likely to influence customer’s loyalty. 3.      Doing the library research. One purpose of the library research is to look for some guides in conducting the study. If other studies of the same nature have already been conducted before, the procedures used were used as guides of the researcher in conducting this research. 4.      Designing the study. This is the determining the different procedures to be followed which were discussed above. In this, the treatment for the data was decided upon. 5.      Developing the instrument. This is for the collection of the data. A tally sheet was prepared which contains all the items or aspects that were studied. 6.      Collecting the data. To reiterate, content analysis is quantitative and so tallies have made for the perception of the respondents. And to have an accurate counts and computation, the data were processed through SPSS. 7.      Analyzing the data. In this latter part, the analysis of the data was performed based on the computed percentage, and weighted mean revealed in the data collated. 8.      Making conclusions. Generally, the conclusions are answers to the questions raised at the beginning of the investigation. Besides, they are based upon the findings of the study. 9.      Making recommendations. Recommendations were made to solve the problems discovered in the study. These were also made for further research on the same study finished. 3.12 Instruments to be Used To determine the effects of branding and differentiation in the Taiwan Hotel industry, the researcher prepared a questionnaire and a set of guide questions for the interview that was asked to the intended respondents. The respondents graded each statement in the survey-questionnaire using a Likert scale with a seven-response scale wherein respondents were given five response choices. The equivalent weights for the answers will be: Range                        Interpretation 6.50 – 7.00            Strongly Agree 5.50 – 6.49            Generally Agree                   4.50 – 5.49            Somewhat Agree 3.50 – 4.49            Neutral 2.50 – 3.49            Somewhat Disagree 1.50 – 2.49            Generally Disagree    0.00 – 1.49                Strongly Disagree 3.13 Validation of the Instrument: Evaluation of Questionnaires According to Bush et al, 1997, the use of secondary data is advantageous for a researcher since one can already evaluate the suitability of a data as it is already in existence, thus, much time can be saved. Needless to say, an evaluation of potential secondary data is very important before one incorporates it in his/her study. In this study, the researcher adopted the three-stage process devised by Saunders et al (2003, p. 205): The first stage is assessing the overall suitability of data to research questions and objectives. During this stage, the researcher paid particular attention to measurement validity (measuring / estimating whether the secondary data will result to a valid answer to the research questions and objectives) and coverage (this includes ensuring whether or not the data is wanted and can be included, as well as making sure that sufficient data remain for analyses to be undertaken once unwanted data have been excluded). The second stage is evaluating precisely the suitability of data for analyses needed to answer and meet the research questions and objectives. In this stage, the researcher made sure of the validity and reliability of the secondary data by assessing how it was previously gathered, who are its sources, and the likes. Also, the researcher was cautious not to commit measurement bias (which can occur due to deliberate distortion of data or changes in the way data are collected) had been paid close attention. Finally, the researcher judged whether to use data based on an assessment of costs and benefits in comparison with alternative sources. Actually, the researcher initially submitted a sample of the set of survey questionnaires and after approval; the survey conducted to five respondents.  After the questions were answered, the researcher was asked the respondents for any suggestions or any necessary corrections to ensure further improvement and validity of the instrument.  The researcher was again examined the content of the interview questions to find out the reliability of the instrument.  The researchers excluded irrelevant questions and changed words that were deemed difficult by the respondents, too much simpler terms. 3.14 Administration of the Instrument The researcher excluded the five respondents who were initially used for the validation of the instrument.  The researcher tally, score and tabulate all the responses in the provided interview questions. Moreover, the interview used a structured interview. It consists of a list of specific questions and the interviewer does not deviate from the list or inject any extra remarks into the interview process. The interviewer may encourage the interviewee to clarify vague statements or to further elaborate on brief comments. Otherwise, the interviewer attempts to be objective and tries not to influence the interviewer’s statements. The interviewer does not share his/her own beliefs and opinions. The structured interview is mostly a “question and answer” session. 3.15 Statistical Treatment of the Data When the entire survey questionnaire has been collected, the researcher uses statistics to analyse all the data. The statistical formulae to be used in the survey questionnaire were the following: 1.       Percentage – to determine the magnitude of the responses to the questionnaire.             n % = Credit:ivythesis.typepad.com

Taiwan Tourism Strategy Sample Essay

Chapter 3 Methodology and Procedures This chapter presents the various procedures and strategies in identifying the satisfaction of cus...

Management of Transportation Network in Taiwan

Chapter 1   The Problem and Its Background     Rationale   Transportation plays an important role in the development of tourism in Taiwan. An introduction of Taiwan high speed rail train is going to revolutionise the transportation network though it has both positive and negative aspects.  In this regard, evaluation pf performance of transportation network in Taiwan should be carefully handled.  Basically, organisations, both public and private, must have performance measures. Through performance measures it ensures the clients and stakeholders the quality of the services of the organisations.   Background of the Study According to The  (1993), a performance measures tell relevant information about the organisation’s products and services, and its process, while performance measurement is the monitoring and reporting of accomplishments particularly to the organisation’s goals. Usually performance measurement is focused on the daily inputs and outputs of elements. Strategic Performance Measures links Strategic Management and Performance Measurement and translates it to smaller and more accurate measures. ( 2003). The four common Operational Performance Measures are Service Quality, Organisational Productivity, Staff Development, and Improvement Process. Basically, an organisation can be described as a living entity composed of various interrelated parts that work together to make the organisation functional.  These parts need not only interact, rather they need to work as one, towards a sole direction. The requirement for an organisational focus is the core of management. Management is the function concerned with providing the organisation its reason and aim for existence as well as steering the organisation towards accomplishment of goals and objectives. The management function requires a systematic process of making effective allocation and use of all organisational resources – human, intellectual and material.             In business industries particularly to transport and tourism business, management and leadership are two separate concepts that are often used interchangeably.  (2006) stated that management is traditionally the combination of the four functions of planning, organising, leading and controlling the people and resources of an organisation. Leadership, on the other hand, is one aspect of management which has achieved definite focus in recent years. Many authors say that contemporary view on management gives more emphasis on the manager’s leadership capabilities. In transport business, managers today are faced with diverse internal and external changes that impact the organisation and the affectivity of management depends on its ability to motivate and influence the organisation to be vigilant to changes, analyse the effects of these changes to the organisation and formulate ways to either accommodate or counter these changes so that the organisation can smoothly continue in its existence.             Basically, the transport management in tourism industry of Taiwan is the focal of this study. Effective management and leadership is very vital in giving quality service. In the case of transportation sector engage in passenger and goods transportation, they need consider management and leadership in order to have good transport service. Accidents and other unnecessary incidents while moving to another place can be utilised and suppressed if proper management and leadership were applied. In line with this, evaluations using different strategies are considered such as PEST, SWOT and Survey.   Objectives of the Study The aim of this study is to discuss Management of Transportation Network in Taiwan particularly its relation to tourism industry. This paper will also tackle the different factors in facilitating Strategic Performance Measures.   Statement of the Problem This researcher finds the necessity for a study that specifically tackles how management of transportation network affects tourism in Taiwan. Specifically, this study intends to understand the effect of social impact on the community and the business itself. It will also try to evaluate the current status of management of transportation in Taiwan.  Moreover, this study will try to answer the following queries: 1.            What are the strength and weaknesses of the transportation network in Taiwan? 2.            How does management of transportation affect the Tourism Industry in Taiwan? 3.            How does Tourism benefit/suffer from the changes and problem issues of management of transportation network? 4.            What is the current performance of transportation network in Taiwan tourism in terms of PEST and SWOT analysis? 5.            In accordance to the perception of surveyed respondents, what are the positive and negative impacts of transportation network management in tourism?   Hypothesis of the Study From the objectives and statement of the problem previously stated this paper will work on this hypothesis: “The management of transportation Network in Taiwan has significant effect to the tourism industry.”   Significance of the Study This study is relevant for the study of Management of Transportation Network in Taiwan. It will also pave a way for furthers studies regarding this topic. Moreover, this study will be helpful to the tourism industry and business practitioners in training and informing them in the area transportation management, particularly to transportation network and of course, to tourism development. It will help them in formulating policies, objectives, and strategies. It will also serve as a future reference for researchers on the subject of tourism development and transportation network. And importantly, this research will educate consumers/tourists in deciding on whether an industry is really fulfilling its responsibility to the community or is just showing off to promote its business.   Scope and Limitation The scope of this paper is focused only on Strategic and Operational Performance Measures pertaining to the Management of Transportation Network in Taiwan, other topics related with these two were not discussed.       Chapter 2 Literature Review The choice of literature for this study is limited only to those that have a vital contribution about the issues in tourism. This chapter reviews articles from books and journals on tourism. Specifically, this chapter discusses the nature of problems and potentials of tourism in Taiwan, the understanding of effective management of transportation network in Taiwan, and some issues about the topic.   Development of the Tourism Industry in Taiwan             The service industry has greatly contributed to the economic growth of Taiwan. Basically, (2001) stated that the tourism and tourism industry is expected to continue growing within the succeeding years. Actually, the success of the industry is partly attributed to the external factors providing an environment suitable for business such as the political and economic stability of the market and tourism efforts of the government to encourage and draw visitors from other countries and partly from the management and business practices developed and maintained by the individual businesses conducive to customer satisfaction and customer loyalty.             The vibrant tourism industry developed after passing through an industry cycle due to both external and internal factors affecting the number of tourists whose needs the industry meets. The hotel industry in Taiwan is delineated into international and domestic hotels based on business ownership and domestic hotels are also subdivided into domestic company owned hotels and family owned hotels depending on the scale of operation and ownership of the hotel (2003). These hotels differ in a variety of ways according to the manner that they utilise their available and created resources and business strategies to actualise their business goals.             Despite the differences in the scale of operation, organisational structure and business strategies of international and domestic hotels, the common objective is to utilise and maximise their resources to achieve a high brand equity founded upon efficient and excellent quality of service that results to customer satisfaction and eventually to customer loyalty.  According to  (2001), international and domestic hotels build a strong industry through their ability to cater to the diverse needs of customers in terms of price, customer relationship, accommodation arrangements, and other diverse tourism needs of customers. Although there is competition among international hotels, international and domestic hotels, and among domestic hotels it cannot be denied that these hotels provide distinct tourism services giving customers options for their service preferences.             As discussed, the Taiwan tourism industry developed after experiencing a business cycle with its initial high during the implementation of the Six-Year National Development Plan applicable for the years 1991 to 1996, but becomes low with the outbreak of severe acute respiratory syndrome in 2003, and a rise again in the performance of the tourism industry at present (2003).             During the initial high of the tourism industry in the mid 90s, the Tourism Bureau of Taiwan reported that building the tourism industry requires leadership on the part of the government and the leading hotels within the industry to provide both administration and guidance to direct the industry towards growth; comprehensive and holistic facilities planning for the industry; and sufficient goal-oriented training for the employees of the tourism industry (1996).  The result of the Six-Year National Development Plan is the increase in the gross domestic product of the country by 1.1 percent for the period 1990 to 1994 (1996) and .7 percent in 1997 (1998). The economic growth spurred the development of the tourism and tourism industry in Taiwan. The 1997 Annual Report on Tourism showed that the composition of the visitors to Taiwan were mostly from other Asian countries who were also experiencing growth. Close to 76 percent of the tourists in Taiwan were Asians with the remaining percentage from North America, Europe and other regions. Apart from international tourism, the economic growth that Taiwan experienced also proved helpful to the tourism industry by encouraging domestic tourism ( 1993). In 1996, the average number of trips within Taiwan was 2.99 increasing to 3.2 in 1997 as a result of economic growth and the policy of declaring public holidays ( 1998). Economic growth translates to income for households and the empowerment to spend not only on their needs but also for leisure activities such as travel. The five-day workweek implemented in 1998 limited the time available for international travels resulting to the consumption of domestic tourism and tourism industry services. The Tourism Bureau is strengthening international tourism through innovative leisure resorts and tourism packages. The visitor expenditure of foreign tourists amounted to 3.4 billion in 1997 with a US 3.56 average daily spending for every visitor. The cost of hotel accommodations amounted to around 50 percent of the daily spending. (1999) The bureau also sought to create an environment conducive to the tourism business by releasing a promotional brochure in different languages, using the internet as a marketing strategy, and participating in organisations for international tourism cooperation such as the East Asia Travel Association, American Society of Travel Agents and the Asia Pacific Economic Cooperation. The industry expects to gain external support through government efforts to help the industry grow. In 2003, the industry experienced a rapid decrease in the occupancy rates because of the outbreak of the severe acute respiratory syndrome or SARS in the region.  In the May 2003 new report of the China Post, around 84 percent of hotels in Taiwan had a lower than 30 percent occupancy rate and 96 percent of the hotels in Taiwan incurred losses. In the survey made by Pan Asia Human Resource Corporation, 79 percent of the 2,452 hotels questioned viewed the effect of the SARS outbreak as very severe. The quarantine measure implemented in the Ho Ping Hospital resulted to the deterioration of 79.01 percent of hotels represented by 50 to 60 percent drop in occupancy rates resulting to losses. In an effort to prevent further losses, many of the hotels requested some of their employees to take unpaid leaves or take their annual leave, implemented salary cuts, and suspended the payment of salaries until business performance improves. The owners of firms have asked the government for a bailout plan. ( 2003)             In just a few months, the industry development that the government and business owners sought to achieve was brought down by the SARS epidemic. Between April and May, all hotels tried to alleviate their losses by offering large discounts up to 70 percent of the original price in an effort to maintain the operations of the industry. Inter-industry collaborations were also in place such as the offer of a package that includes hotel accommodations as well as air fare for a discounted price. (2003)             The government held an emergency meeting to develop a plan to help the tourism and tourism industry. A plan to rescue the ailing airline transportation sector was implemented through the reduction of the fees for local airlines at the expense of government revenue. Tax cuts and exemptions were also planned for the other sub-sectors of the tourism industry. The legislature also approved the proposal preventing the local banks from not approving loans needed by the businesses within the tourism industry for short-term financing. (2003)             In 2004, the SARS outbreak has been controlled leaving behind bankruptcies for the hotels and other businesses unable to cope up with the economic cost of the epidemic ( 2005). By the end of 2004, the tourism industry in Taiwan is still in the verge of development but fairing well because of the growth in economy with the vibrancy in the different industries after the arrest of the SARS epidemic ( 2005).             At the end of 2005, the November 12 issues of Asia Times reported that the tourism industry in mainland China, Taiwan and Hong Kong continue to grow as observed through the rampancy of hotel construction in the different business and tourism centres of the country ( 2005). The rate of arrival of international visitors increased by 16 percent as a result of the increase in occupancy in the tourism industry.   Transportation Development In regards to the development of transportation in Taiwan, it is always important to assess the security and safety issues.  Actually it is applicable not only to tourism industry but also to other businesses engaged in transportation. Actually, Safety and Security in transportation is a wide context. There are lots of things that need consideration. As previously stated, overloading in this business is a treat for safety and security, thus parameters should be observed. Aside from this, most of the transport business are now utilising IT in their business process to easily track the deliveries, however, this is also a threat to security and safety of transport (1994). The business risk for a company engaged in technologically dependent business is normally greater than for one that is not. Business operations present a unique set of risks, including an increased reliance on technology and increased vulnerability to the rapid changes in technology (1994). To address such challenges, a company or a certain organisation needs to develop an effective strategy. An effective strategy requires operational efficiency; within organisation’s information systems, this means an emphasis on information security and controls. A cost-effective business internal control system should be designed and implemented toward the goal of reduced operating expenses and therefore increased profits (  1994). Reducing operating expenses and increasing profits are critical to the success, even the continued survival, of companies heavily engaged in business. In Taiwan, majority of the people here are leaving in the western portion in which the greatest concentration of roads and railways systems are located.  These roads and railway systems are well-developed.  The government-owned airline in Taiwan is China Airlines. The largest airport in Taiwan can be found outside T’aipei and is the Chiang Kai-shek International Airport, with another international airport located in southern Taiwan at Kaohsiung (2007).  The main ports in Taiwan are Chilung, Kaohsiung, Hualien, Suao and T’aishung. Taiwan has a fully integrated transportation network of railways, harbours and shipping lanes, civil aviation, freeways and highways, and rapid transit (2007).   Railways[1] Taiwan has a modern railway system that provides frequent and convenient passenger service between all major cities on the island.  As of December 2002, Taiwan’s railway network had a total of 1,097 kilometres of track (2007).  Public railways in Taiwan are operated by the Taiwan Railway Administration.  In 2002, a total of 175.34 million passengers and 12.15 million tons of freight (0.99 billion ton-kilometres) were transported on Taiwan’s railway system (2007). To help lessen heavy traffic congestion on Taiwan’s highways, the ROC government has initiated plans for a high-speed railway (HSR).  The Bureau of Taiwan High Speed Rail under the Ministry of Transportation and Communications (MOTC) is responsible for implementing this project (Bax2007).   Harbors and Shipping[2] With regards to Taiwan’s international harbours, actually, these harbours are located in Keeling, Kaohsiung, Hualien, Anping, Taichung, and Suao.  In 2002, Kaohsiung harbor was the fifth largest harbor in the world in terms of the volume of container cargo processed.  Maritime imports and exports handled by Taiwan’s ports totalled 247 million metric tons in 2002 (2007). Ocean shipping is vital to the trade-oriented economy of Taiwan.  As of December 2002, Taiwan had a fleet of 241 vessels over 300 gross tons for a total of 4.3 million gross tons or 6.82 million dead weight tons.  Taiwan’s fleet of cargo container ships is one of the largest in the world.  As of mid-2003, Evergreen Marine Corporation was the third largest container carrier in the world (2007). Civil Aviation Taiwan currently has two international airports: Chiang Kai-shek International Airport in the north and Kaohsiung International Airport in the south.  Both airports are presently in the process of being expanding.  Taiwan also has 15 local airports providing facilities for domestic flights (2007). As of mid-2003, a total of 41 airlines, including code-share airlines, were providing flight service to destination in Taiwan.  Of these airlines, 35 foreign carriers and six Taiwan-based airlines (China Airlines, EVA Airways Corporation, Mandarin Airlines, Far Eastern Air Transport Corporation, Transasia Airways, and UNI Airways) are operating scheduled international air services to and from Taiwan.  Six companies including two helicopter operators, offer domestic passenger flight services (2007).   Highways and Freeways Although the number of highway passengers declined 3.4 percent and cargo decreased 3.6 percent in 2002 from 2001, major highways in Taiwan were still often congested, especially on weekends and holidays.  In 2002, there were 17.91 million motor vehicles in Taiwan ( 2007). Traffic on the north-south Sun Yat-sen Freeway has increased dramatically since its opening in 1978, especially on its northern section.  Statistics show that the road handles more than 70 percent of the traffic between Keelung and Hsinchu.  Thus, to alleviate some of this heavy traffic, the Second Northern Freeway was constructed, beginning in Keelung and connecting with the North-South Freeway near Taipei and Hsinchu.  The 106 kilometer section between Hsinchu and Sijhih of this new 117-kilometer freeway was opened to traffic in 1997, and the entire line was completed in 1999 (2007).  Other measures taken to lighten congestion on the Sun Yat-sen Freeway include the adding of an additional lane to each side of the heavily used 111-kilmeter stretch from Hsinchu to Yuanlin, and the widening of the section in southern Taiwan between Yuanlin and Kaohsiung in 199 (2007).   Rapid Transit Preparations for the Taipei Rapid Transit System (TRTS) began in early 1986.  By 2000, all five lines of the TRTS had been completed.  The Mucha Line began revenue service on March 28, 1996; the Tamsui Line started operations in 1997; the Chungho line in 1998; the entire Hsintien Line and the Nankang Line from Hsimen Station to Lungshan Temple in 1999; and the Panchiao Line from Lungshan Temple to Hsinpu Station in September 2000 (2007).  Extensions to the original TRTS network are currently underway. Aside from this, the Kaohsiung Metropolitan Area Mass Rapid Transit System Development Plan developed by the Kaohsiung City Government is also considered as part of transportation system in Taiwan (2007).     Synthesis             In Taiwan, transportation is very vital to its development, not only to the major public but also to the different business industries in the country.  Basically, the previous discussion shows that the tourism in Taiwan is definitely affected of the development in transportation business, thus it is very important to assess if the current strategy employed by the transportation networks in Taiwan is effective.             In the end, transportation development in tourism has it share of good and bad impacts, socially, economically and even environmentally. In addition, it has to be noted that tourism is not one industry but many. It also depends on subjective perceptions of landscape and culture which may not support domestic development objectives.       Chapter 3 Methodology   This part of the chapter illustrates the methods to be used for this research. This details the steps, stages and procedures made in order to accomplish the study.  The said steps are then includes the collection procedure of the data that is required in the delivery and completion of the research. This chapter justifies the means in which the study is performed.  It also emphasised its credibility by making mention of widely accepted scientific methodologies.  Through the methods mentioned in this chapter, a plausible conclusion may be obtained. This methodology part of the research underwent into several stages. In the research design, the research uses SWOT and PEST analysis to evaluate the management of transportation networks in Taiwan. Aside from this, the researcher also collected both primary and secondary data and formulated and developed the questionnaire and interview. During the data collection, the researcher collated and summarised the data obtained from the questionnaire and survey. The researcher then analysed these data and from these, the researcher came up with findings and recommendations that shall be presented in analysis chapter. For this study, the descriptive research method will be utilised. In this method, it is possible that the study would be cheap and quick. It could also suggest unanticipated hypotheses. Nonetheless, it would be very hard to rule out alternative explanations and especially infer causations. Thus, this study used the descriptive approach. This descriptive type of research utilises observations in the study.  To illustrate the descriptive type of research, (1994) guided the researcher when he stated: Descriptive method of research is to gather information about the present existing condition.  The purpose of employing this method is to describe the nature of a situation, as it exists at the time of the study and to explore the causes of particular phenomena. The researcher opted to use this kind of research considering the desire of the researcher to obtain first hand data from the respondents so as to formulate rational and sound conclusions and recommendations for the study. To come up with pertinent findings and to provide credible recommendations, this study utilised two sources of research: primary and secondary.  Primary research data were obtained through this new research study. Questionnaire survey and in-depth interview were conducted. On the other hand, the secondary research data were obtained from previous studies and company details on the same topic.  The primary sources of data came from the survey-questionnaire and interviews conducted by the researcher. The secondary sources of data were based on published articles from transportation industries in Taiwan, Transportation Network strategy in Taiwan, business and innovation journals, books and related studies on strategic management. Respondents of the Study Basically, the results of this study is not only based from the information gathered from transportation industry  information, strategy, business and innovation journals, books and related studies on strategic management but also to several employees and managers who are very much familiar to management of transportation network and tourism industry. The general population for this study will be composed of selected personnel related to Transportation Network Management in Taiwan, numbering to 30 respondents. The researcher shall also provide interviews for three (3) managers whose function is directly related to the organisation and implementation of the management strategy employed by the organisation.   Instruments to be Used To determine the effects of organisation’s internal and external environment management, the researcher will prepare a questionnaire and a set of guide questions for the interview that will be asked to the intended respondents. The respondents will grade each statement in the survey-questionnaire using a Likert scale with a five-response scale wherein respondents will be given five response choices (Creswell, 1994). The equivalent weights for the answers will be:   Range                                                Interpretation       4.50 – 5.00                                        Strongly Agree 3.50 – 4.49                                        Agree 2.50 – 3.49                                        Uncertain 1.50 – 2.49                                        Disagree          0.00 – 1.49                                        Strongly Disagree   The decision was made to use a questionnaire for the data collection for this project due to the sensitivity of the information being obtained.  It is important for the respondents to be open and honest in their responses. The use of the questionnaire provides the project owner with the ability to test the views and attitudes of the managers. The questionnaire was designed to allow the collection of specific information about the participants to conduct statistical analysis, e.g. age, sex, length of time with the organisation and position in the organisation. In the Likert technique, a set of attitude statements are presented, where subjects of a study are asked to express agreement or disagreement using a five-point scale. The degree of agreement is given a numerical value ranging from one to five, thus a total numerical value can be calculated from all the responses (1994).   Validation and Administration of the Instrument For validation purposes, the researcher initially submitted a sample of the set of survey questionnaires and after approval; the initial survey were conducted to five respondents.  After the questions were answered, the researcher asked the respondents for any suggestions or any necessary corrections to ensure further improvement and validity of the instrument.  Afterwards, the researcher again examined the content of the interview questions to find out the reliability of the instrument. The researchers then excluded irrelevant questions and changed words that would be deemed difficult by the respondents, to much simpler terms. The researcher excluded the five respondents who were initially used for the validation of the instrument.  The researcher also tallied, scored and tabulated all the responses in the provided interview questions.   Statistical Treatment of the Data After all the survey questionnaire will have been collected, the researcher will use statistics to analyse all the data. The statistical formulae to be used in the survey questionnaire will be the frequency, percentage, and weighted mean. The researcher will be assisted by the SPSS in coming up with the statistical analysis for this study. 1.     Percentage – to determine the magnitude of the responses to the questionnaire (1994).             n % = ——– x 100        ;           n – number of responses             N                                 N – total number of respondents   2.     Weighted Mean (Creswell, 1994)             f1x1 + f2x2  + f3x3 + f4x4  + f5x5 x= ——————————————————;                         xt   where:            f – weight given to each response                         x – number of responses                         xt – total number of responses   Issues to be Addressed for the Study Aside from the SWOT and PEST to be conducted as part of the analysis, the use of survey to different staff engaged in Management of Transportation Network in Taiwan will be analysed. Because this study will also utilise human participants, certain issues must be addressed. The consideration of these issues is necessary for the purpose of ensuring the privacy as well as the safety of the participants. These issues must be identified in advance so as prevent future problems that may arise during the research process. Among the significant issues that need attention include consent, confidentiality and data protection.   Gaining Consent             Securing permission and gaining the consent of the participants for this study is an important ethical consideration. In order to do so, the researcher must relay the aims of the research clearly to all participants. Each participant should be asked to accomplish a consent form, stating in detail all the activities involved as well as the purpose of the study. The reasons why tourists are selected as participants should also be stated so as to enable the selected participants to connect the aims of the research with that of the participant qualifications. In the consent form, the researcher should also discuss in detail all the treatments or procedures that will be done during the process.             Building rapport and gaining the trust of the participants who were involved in the study are also essential (1994). These will help in ensuring the cooperation and willingness of the participants to give dependable and sufficient data that will help the study. Although the participants may initially give their consent for the research process, the researcher must give the assurance that they are allowed to withdraw from the study even without providing any reason. By giving this freedom, the participants will not feel forced to participate in the process.             The possible risks that were included in the research were also discussed with the participants in an effort to gain their consent and also to let them know about their position in the study. More importantly, mechanisms to prevent risks of information leak was also considered and used; one of these is to practice openness and to ensure that the researchers who have access to the information will keep their confidentiality. Openness and honesty all throughout the study assured the research respondents that their security and safety is of utmost priority. All of these factors to gain the consent of the research participants were discussed in the most comprehensive manner based on their level of understanding.   Confidentiality             The privacy of the respondents as well as the confidentiality of their responses was prioritised by the researcher as well. This was done through keeping their private information confidential and by merely using the information that they have given as part of the statistical information of the study. Moreover, it was ensured that the respondents know the purpose and subject of this study in order to help them with the formulation of their own perspectives. It is thought that this reassurance lends to better and more accurate responses from the respondents as their reasons will be given better assessment and they will be less inhibited when it comes to responding on the questions that may be based on some personal information.     Synthesis Performance measurement has long been used by the various firms to assess different business factors. In general, three methods are being used to measure performance. In this research, three measures are being considered i.e. through SWOT, PEST and survey analysis. While these approaches have their own advantages and drawbacks, the goal of their application remains one and the same. Through the beneficial effects of performance measurement, businesses are able to create successful strategies towards success. Firm competencies are immutable, since the firm has irrevocably sunk resources into developing these capabilities. Moreover, for a company to be successful, business strategy must be based on these capabilities. In the external environment, the intensity of competition is not completely under the firm’s control. Since competitive advantages for the firm will depend on the match between its strategy (i.e., mode of competing based on its internal resources and capabilities) firms must endeavour to achieve the best fit between their preferred business strategies and these exogenous mandates from the market.             Chapter 4 Analysis, Presentation and Interpretation of Data   As one of the world’s largest industries, tourism has the capacity to improve the material life of communities that have lost traditional industries as trade barriers have fallen (2000). This is particularly true in Taiwan where international travellers flock the city for business, leisure and for shopping. This development had in return produced positive and negative effects on the economy and the lifestyle of residents of the country. Specifically, the tourism industry had greatly produced an impact on the hotel industry, the aviation, communication and transportation industries, the environment, the tourism planning of the country and the residents. While tourism is said to produce several constructive developments in Taiwan, transportation development can also have severe negative impacts on a community as well as to tourism business, outweighing any economic and cultural benefits. This part of the study evaluates the information gathered though the methodology discussed in the previous chapter. This chapter is divided into three parts. The first part shall tackle the demographic profile of the respondents. The second section shows the result of the questionnaire conducted on 30 respondents regarding their perception towards management of transportation network and tourism development. The Third part explored the status of Transportation Network using PEST and SWOT analysis.   As indicated, this chapter presents the information gathered from the responses of the respondents to the surveys and interviews conducted by the researcher. Basically, this paper seeks to answer the following queries: Ø  What are the strength and weaknesses of the transportation network in Taiwan? Ø  How does management of transportation affect the Tourism Industry in Taiwan? Ø  How does Tourism benefit/suffer from the changes and problem issues of management of transportation network? Ø  What is the current performance of transportation network in Taiwan tourism in terms of PEST and SWOT analysis? Ø  In accordance to the perception of surveyed respondents, what are the positive and negative impacts of transportation network management in tourism?             The researcher shall also place figures for greater clarity on the discussions.   Part 1. Demographic Profile of the Respondents             The respondents of the survey questionnaire can be considered as young adults. A majority of 65% came from the age group 25-30 followed by those in the age group 20-24, they comprise 23% of the total respondents. Consequently, only 8% and 4% came from the age group of 31-35 and 36-40 respectively. There were no respondents from the age group 41-50. This data showed that most of the respondents are relatively young. Most of them are also females who comprised 60% as against the 40% males. The dominance of the young adult respondents has a significant impact to the study since it was unexpected. Meaning to say, majority of the respondents in the area are in this age range. In terms of educational attainment, the respondents are on the average. A major bulk comprised college graduates- they consist of 45% of the total respondents whereas 42% are in currently in graduates program. Thirteen percent had finished graduate studies. The demographic profile of the respondents shows two important characteristics of the sample: (1) the respondents are basically ordinary individual connected in the tourism and transportation industry; and (2) the sample size is evenly distributed. These two factors are of significance in determining the representativeness of the sample since the relationship of the samples to the development of transportation in tourism industry is in good condition and the information from the samples has a significant impact to the study. Moreover, these samples are based from the standard population sample determination formula i.e.                           The demographic profile shows that it has accomplished these two main prerequisites. Apparently, the perception of the respondents on management of transportation network with respect to tourism development is divided into two main issues: (1) the impact of management of transportation network on the residents and the community and (2) their perception on the effectiveness of the management of transportation network with respect to tourism planning and development measures.   Part 2. Perception of the Respondents A. Perception towards the impact of management of transportation network on the residents and the community.             With respect to the survey conducted, the respondents were asked pertaining to their perception towards the impact of management of transportation network on the residents and the community.   Table 1. Impact to Residents and Community Statements 5 4 3 2 1 Weighted Mean Interpretation 1. The management of transportation network is good for the local economy. 5 12 11 1 1 3.67 Agree 2. The current management of transportation network in Taiwan eases the traffic and parking problems. 8 12 8 1 1 3.87 Agree 3. The management of transportation network proves to be an advantage rather than a disadvantage. 9 15 3 2 1 4.00 Agree 4. The management of transportation network is the answer towards transportation issues. 6 13 9 2 0 3.80 Agree 5. The management of transportation network helps to attract more tourists. 25 2 1 1 1 4.67 Strongly Agree 6. Most of the Taiwanese commuters accepted the practices of the management of transportation network. 12 15 2 0 0 4.23 Agree               The previous table illustrates the perceptions of the respondents pertaining to the impact of management of transportation network on the residents and the community.  From these statements, majority of them agreed on it.  Based on the computed weighted mean, most of them agreed that the management of transportation network is good for the local economy. It actually eases the traffic and parking problems. In addition to these, majority of them have seen that the management of transportation network proves to be an advantage rather than a disadvantage. On this part, it shows that management of transportation network improves the overall efficiency of any industry connected to transportation since it is the foundation of construction. Thus, the government tried pushing various transportation projects, planning public rapid transport systems and building convenient transportation networks. Actually the final goal is to completely modernise facilities, systematise management, and up-grade the overall quality of public transportation services. With regards to the responses of the respondents, they believe that this appropriate management of transportation network is the answer towards transportation issues.  Apparently, these respondents also believed that the management of transportation network helps to attract more tourists, thus, most of the Taiwanese commuters accepted the practices of the management of transportation network. Good transportation scheme actually reflects how good the economy of a certain country is.  If the transportation is good and efficient, there is a great possibility that more tourist will come to visit the goods spots within the region or possibly to invest a business on the country. B. Perception on the effectiveness of the management of transportation network with respect to tourism planning and development measures. Within the past century, international tourists have increasingly sought exotic destinations in their pursuit of relaxation, escape, and adventure. Recognising the opportunity to earn valuable foreign currency, Taiwan have catered to these desires by encouraging tourism development. Recognising the opportunity to earn valuable foreign currency, most developing countries have catered to these desires by encouraging international tourism development. Some countries, such as Nepal and Jamaica, have gone so far as to make international tourism a top priority in their national development strategy (2003). Table 2. Impact to Tourism Industry Statements 5 4 3 2 1 Weighted Mean Interpretation 1. The management of transportation network in Taiwan affects the overall process in Tourism Industry. 10 14 2 3 1 4.00 Agree 2. The tourism industry shows improvement because of the management of transportation network. 5 12 11 1 1 3.67 Agree 3. The benefits of management of transportation network in Taiwan get distributed widely through the tourism industry. 8 12 8 1 1 3.87 Agree 4. Because of the management of transportation network in Taiwan, the tourism industry can cope with the number of tourists. 24 3 1 1 1 4.63 Strongly Agree 5. The management of transportation network in Taiwan helps to improve the services in tourism industry. 6 11 12 1 1 3.80 Agree 6. The tourism industry shows acceptance to the management of transportation network in Taiwan. 14 13 1 1 0 4.27 Agree   Similar to the findings in Table 1, this part (table 2) of the chapter shows that majority of the respondents agreed on each statement. Basically, the findings of this study are supported by the earlier findings of scholars asserting that tourism is affected by the management of transportation network since it helps to improve the services in tourism industry. Tourism shows improvement because of the management of transportation network justified by 3.80 weighted mean. For example, the developments in technology and transport infrastructure such as jumbo jets and low-budget airlines have made many types of tourism more affordable. There have also been changes in lifestyle, such as retiree-age people who living as a tourist all the year round. This is facilitated by internet purchasing of tourism products. Some sites have now started to offer dynamic packaging, in which an inclusive price is quoted for a tailor- made package requested by the customer upon impulse. Through the use of effective and efficient transportation network management scheme, the tourism industry can easily lure tourists to visit the country and gain some business advantage which is really helpful to the development of the economic condition of the country.  As previously discussed in the literature review chapter, most of the transportation services of the country is concentrated to the tourism industry, in this regard, majority of the respondents agreed on this statement which was justified by 3.87 weighted mean. For them, the benefits of management of transportation network in Taiwan get distributed widely through the tourism industry.   C. Interview              The result of the interviews presents almost similar results in terms of two areas: the planning strategy of the tourism agency and the support of the tourism business in developing the transportation network. Moreover, they supported the management of transportation network and asserted that is central to the aviation, transportation and other sectors connected to tourism.             The key personnel in the tourism development emphasised the role of tourism in developing the other industries connected to tourism. They asserted that the aviation industry particularly of Airlines in Taiwan has been seeing productive and profitable financial health because of the tourists. Commercial planes the suggested had also increased showed profitable years despite the economic fluctuations that the world had experienced. This goes to show that the tourism industry had been ensuring the health of the aviation industry. This is also supported by the two public tourism officials. They added that the aviation industry has also been supportive in return and has kept their plane fares reasonable. While the aviation industry remains competitive, there are enough tourists to keep the plane companies operating at a profitable level.              In addition, the interviewed personalities in Taiwan agreed that there are several factors affecting the development of tourism in every country specifically, the treaty relation with other country and beyond have been influential in bringing about the tourism development in Taiwan. The interviews from these personalities also yielded to a conclusion that tourism development is now a key economic area for further investment, re-generation of Taiwan revenue.             In terms of the transportation industry, public transports have also been enjoying a substantial share of the advantages that tourists bring. The public officials suggested that they have set measures preventing abuse from drivers and have built instructional guides to tourists on how to go around in the country. The efficient transportation services offered by Taiwan have also resulted in pleasant experiences of tourists.             In terms, of the planning strategy of the tourism sector, the interviewees showed a more conservative approach that the tourism development strategists. The interviewees supported a more conventional means of marketing the tourism industry by sticking to the historical tourist’s site whereas the development strategists stressed the importance of expanding tourists’ spots and developing new ones. There was also a divergence in their views on public consultation. The public officials were leaning more towards a more participative decision-making involving the residents. However, the tourism strategists were focusing more on the expansion and the marketing of tourism for the tourists.            The result of the interview presented the concerns expressed earlier by the respondents of the survey while there has been differences in their perception of the tourism planning and how it should be done, they all presented the same view that transportation in tourism is a significant component of the Taiwan economy. Thus, tourism and transportation development must be advanced.       Part 3. SWOT and PEST Analyses A. SWOT Analysis SWOT analysis can provide a framework for identifying and analysing strengths, weaknesses, opportunities, and threat. This can also provide an impetus to analyse a situation and develop suitable strategies and tactics, a basis for assessing core capabilities and competences. Moreover, this can provide the evidence for, and cultural key to change and a stimulus to participation in a group experience. Table 3. SWOT STRENGTHS WEAKNESSES   Ø  Wide knowledge of industry Ø  Competent top management and rank & file for operation and maintenance Ø  Strong financial performance Ø  Strong returns through transportation Ø  Dedicated and professional employees Ø  Wide range of services and destinations       Ø  Low supervision on international market Ø  High prices of services Ø  High operational costs Ø  Client losses   OPPORTUNITIES THREATS   Ø  Expansion of target market Ø  Healthy market environment Ø  Diversification Ø  Further development in Taiwan Ø  Vertical integration     Ø  Economic restructuring Ø  Government regulation Ø  Volatile market condition Ø  Additional supplementary tax charge               Table 3 illustrates the SWOT analysis of the management of the transportation network in Taiwan.  From these results and due to the dynamic changes happening in the society at present, including the advancements in science and technology and the development and improvement of market and business strategies, many business organisations like tourism industry focus on adopting suitable strategic options for the development of the industry. Through the effective management of the transportation network and identification of its drawbacks and strengths as seen in the SWOT table, the tourism industry can now formulate strategies to cope up with the changes emerging in transportation.    B. PEST Analysis Another marketing model for analysis that can be utilised in order to analyse the corporate strategy of the Management of Transportation Network in Taiwan is the PEST analysis (See Appendix 4).  PEST Stands for Political, Economic, Sociocultural and technological factors that influence Millipore’s overall performance in the market place. The PEST Analysis establishes a good analysis of the external effects on a company by breaking them into essential and obvious sorts.   Political Sector The management of transportation network will not be able to gain success if they will not consider legal and political sector as part of their strategy.  The organisation has observed business ethics. Hence, the organisation considers legality in all their actions.  They make sure that all their services will be useful in response to their social responsibilities.  Politically, the management of transportation network has tried to be helpful not only to tourism industry but also to the whole society.  In fact, the organisation has established different transportation services for the public that support science and technological advancements.   Economic Sector             Economically, tourism industry in Taiwan is secured by having continuous growth rate throughout the years.  Through the Management for excellence strategy, the industry as been able to established an economic stability to continue to serve and offer people from different agencies and sectors private or public, locally and globally.   Sociocultural Sector Culture is an important factor in understanding an industry, because for any organisation to operate effectively it must for some extent have a general set of believe and assumptions on how culture will influence the productivity and the success or failure of any company. Culture environment is one of the important principles that influence the organisation.   (1991) identifies that there are four dimensions that differentiate cultures at a national level (power distance, individualism-collectivism, masculinity-femininity, uncertainty avoidance), which help to understand that people arrive to organisations with their own national culture.  In the management of transportation network, the management sees to it that they value the opinion of the general public.  Moreover, the management of the transportation network has seen to it that they would be fair in treating all their allied industries.   Technology Sector             The complexities of achieving business success through increased efficiency, effectiveness and competitiveness, combined with innovative applications of modern technology, has heightened the awareness of both Technology and business managers towards more strategically oriented approaches for planning and management of any industry (1993) .         As mentioned earlier, the organisation establishes a research and development department which is responsible for the maintenance of the quality of the services of the organisation, innovativeness, and ensures technological advancement for all the activities of the organisation.  Herein, the management of transportation network uses state of the art facilities that will secure all their transportation service.  Their technology is built upon the highest quality and functions in order to provide customer’s demands in transportation technology.  Herein, the physical resources of the organisation were being monitored to maintain its efficiency to further enhance the services they offer to the business industries and to the general public of Taiwan.   Synthesis             Tourism is classically regarded as travelling for recreation although this definition has been expanded in recent years to include any travel outside of one’s normal working or living area. The tourist originated when large numbers of middle class people began to join aristocratic travellers. As societies became wealthier, and people lived longer, it became not only possible but probable that lower-middle and middle class people steadily employed would retire in good health and with some significant savings.             Most tourism planners consider maintaining and improving resident-tourist relations critical to the long-term viability of tourism destinations (1998). Resident attitudes toward tourism development range along a continuum from negative to positive.  (2000) found that despite positive feelings toward tourists, residents often noted specific negative impacts.                         These impacts included increases in unsafe traffic conditions, crime, drug addiction, and alcoholism. Benefits perceived by residents included increased employment opportunities, income, tax revenues, and quality of life. Many tourism researchers have assumed that determining sources of negative impacts can result in policies that mitigate them and improve resident attitudes (1994;1993).  (1994) hypothesised that residents with strong feelings of community attachment were more likely to have negative attitudes toward tourism development than less attached residents, but their results refuted this notion. With regards to Taiwan’s Tourism Industry, Taiwan transportation and hotels should be taken in consideration.       Chapter 5 Summary, Conclusions and Recommendations   Summary From the findings in this research, successful strategy requires the tourism industry to choose the markets in which its distinctive capabilities yield competitive advantage. But the adaptive, incremental nature of strategy means that the starting-point is where the industry is now. Strategy is the direction and scope of an organisation over the long term: which achieves advantage for the organisation through its configuration of resources within a changing environment, to meet needs of the markets and fulfil stakeholder expectations. The strategy answers both the questions “where do you want to go?” and “how do you want to get there?” but the first question is answered when each industry set the goals and the second is answered when such industries plan the strategies. The traditional approach basically focused on the first question but the traditional approach gives equal importance to both of them. While developing a corporate strategy for the any profit organisation, the management have to keep in mind the demand of the customers and the marketability of the services offered. These generic strategies are used by different organisation because of the potentialities that the management have seen with these strategy and the benefits it may provide. However, if the organisation should not strongly commit themselves with these strategies, like what most tourism businesses in Taiwan have done, then, instead of achieving competitive advantage within the marketplace, the industry might be at risk of falling. These generic strategies are guiding an organisation relative to challenges and opportunities appearing in the contingent environment. This environment is composed of those external elements that most directly affect organisational goal achievement and new goal development. Thus, organisation system design and management should complement strategic actions taken for productive subsystems, as well as those providing output delivery and other support functions for the organisation. To the extent possible, the organisation bases its actions on strategic planning that, rather than a one-time effort, is an ongoing process of adaptation of original conceptions of mission, goals, structure, roles, and so forth relative to environmental dynamics. From this, the management of transportation network has remained an integral part of development planning of tourism in Taiwan. In some cases tourism has been viewed as a saviour to stagnant industries and traditional agriculture, creating new inter-sectoral linkages and demands. Specifically, the different branches of the tourism industry, such as accommodation, catering, food and beverages, excursions, recreational activities and the entertainment industry, tour operating and transport, souvenir production and sale are considered to open vast prospects for employment and income to diverse population groups. Governments, associated business groups and international financing institutions tended to regard tourism as a ‘clean’ industry compared to manufacturing. Conclusions             As illustrated in the previous chapters, tourism is an “invisible” industry, encompassing transportation, lodging, and entertainment. Unfortunately, tourism is also invisible to many planners, so tourism development is often left to private developers and leisure service providers. Scholarship on tourism planning remains scarce some 15 years after it was announced as one of planning’s “emerging specialisations” (1988 ). Given tourism’s substantial social, economic, and environmental impacts–positive and negative–planners can no longer afford to dismiss tourism as tangential to other planning functions.             On the other hand, competitiveness of transportation network in tourism has become increasingly important for Taiwan as they are striving for a bigger market share of the fast growing industry tourism. The issue is especially crucial for many ‘tourism dependent’ countries such as Taiwan, which rely heavily on travel and tourism industry for their economies. Moreover, the role of travel and tourism industry in most countries also tends to increase overtime, further highlighting the importance of travel and tourism industry in the economy.             From the results of the survey analysis, PEST and SWOT, Taiwan is a competitive tourist destination with respect to management of the transportation networks. Aside from this, Taiwan also promotes the region on its beautiful environmental aspects. The expanses of sea and unpolluted beauty of Taiwan environment is a strong attraction to the travelers, to promote a harmony in their busy lives. This can be integrated into different market niches. In addition, the mystery and romance of the diverse cultures of the country can provide an attraction to niche markets such as wedding and honeymoon and those seeking adventure and ecotourism holidays. The friendliness of the Taiwanese, their smiles and genuine warmth are all a part of this cultural paradigm, making the visitors feel at home in unfamiliar surroundings.             These elements provide the comparative advantage Taiwan can offer over other holiday destinations in the Asian region. As environmentally and culturally based products do not follow the usual product life cycle, and can have a prolonged maturity phase due to the uniqueness, scenic attributes, historical and cultural value of the products, these elements need to be preserved, protected and carefully exploited through ecotourism and responsible tourism practices. This will maintain the aspects important for the tourists’ needs for harmony.             Moreover, strength of Taiwan tourism lies on its aggressive promotions. The “word of mouth” and “seeing is believing” are important mediums to translate perceptions into realities. Taiwan is adopting strategies in boosting its tourism industry. These include familiarisation tours involving the media, magazines and newspaper travel editors.          Moreover, the Taiwan tourism is boosted by its improved destination information. With the utilisation of the Internet, tourism operations are able to update tourists in a very timely manner. Additionally, the Internet, as a growing marketing tool, makes marketing promotion cheaper, more effective and interactive.       Recommendations             Aside from the development of the management of the transportation network in Taiwan and in order to attract more tourists, tourism operations in Taiwan need develop a clear and concise wholesale and retail price lists based on the greater number of tourists that prefer package tours. In order to be competitive, there needs to be developed competitive packages which offer optional activities at reduced and reasonable prices. Prices are competitive with other tropical destinations for air transport, accommodation and activities.             Package prices need to reflect what the tourists expect to pay for a holiday, while considering costs. The cheapest holiday package is not necessarily the most desirable or successful. This is particularly important for such travel as weddings and honeymoon travel and different activity travel. The wedding and honeymoon market can be further developed as there is less concern for price here and the romance and mystery of Taiwan can be exploited, utilising the unique cultures and environment.             The development of a “Taiwan Brand” differentiates the different forms of holiday travel from that of other tourist destinations. Branding includes elements of friendliness and tourism of the Taiwanese; its diverse culture; relative safety of locations; and the pristine environment of Taiwan. Tourists are targeted through a cognitive based impact, allowing them the opportunity to be part of a different culture in a different environment for a short time, giving them a feeling of responsibility and belonging.               To meet the travellers’ needs for recreation and relaxation based holiday, there is a need for careful positioning of the Taiwan tourism products, as there is a high competition in other destinations for the majority of tourism products the region has to sell. Areas in which the country has a comparative advantage over other competitors, such as the eco-cultural experiences, need to be preserved, highlighted and exploited, with information on the specific niches and their positions disseminated through appropriate channels. These different unique eco-cultural aspects, boasting a competitive advantage include Taiwanese cultural experience. The destination has a diverse cultural attributes and characteristics, making it both exciting and mysterious to the traveller. This experience and its mystery needs to be exploited on a commercial level, while preserving the cohesive cultural structures for future generations.             The Taiwan tourism industry must also continuously develop quality products. As the global leisure market is growing and the need for relaxation is becoming increasingly important, the country can boost the rest and recreation aspects of the travel package. Taiwan boasts several world-class up market hotels and resorts. These hotels and resorts have what resorts from other countries do not have: the Taiwan flavour which is characterised by friendly, genuine and quality service. A growing sports activity product is also part of a package, which can reduce the costs of the total holiday package. These advantages must be maintained and promoted to exploit the benefits of this market.               Taiwan tourism bodies must develop responsible tourism products. This can include ecotourism and community based tourism and should be promoted and further developed to maximise the promotion of culture and environment in a sustainable manner. The unpolluted environment is very important to foreign tourists. As noted, beaches, sea and beautiful people were the main characteristics of Taiwan. Although many of the tourism operations in Taiwan achieved world-class standards, many are small, nationally owned, with few resources. Therefore, they should strengthen, upgrade and improve the products to meet international standards. With strengthening, many of these tourist operations will offer a nature and cultural based product, which can leave an unforgettable image in the mind of the traveller.         Appendix Questionnaire The researcher is conducting a study on the management of the Transportation Network in Taiwan’s Tourism industry. To enable the researcher to accomplish this study, please kindly answer all the items in the questionnaire. Your assistance would be very much appreciated. Please note that information given will be treated in strictest confidence.   Thank you.                                                                                                     Part 1.  Demographic Data   Please fill up in all the necessary information about yourself.  Don’t leave any item unanswered. a.    Age  ________ b.    Sex Male ( )                 Female ( ) c.    Marital Status Single ( )                Married ( )       Separated (  )   Widow/Widower  ( ) d.    Educational Background ________________________ e.    Occupation  ____________________    Part 2. Impact of Management of Transportation Network to Residents and Community 1. The management of transportation network is good for the local economy. 5          4          3          2          1 2. The current management of transportation network in Taiwan eases the traffic and parking problems. 5          4          3          2          1 3. The management of transportation network proves to be an advantage rather than a disadvantage. 5          4          3          2          1   4. The management of transportation network is the answer towards transportation issues. 5          4          3          2          1 5. The management of transportation network helps to attract more tourists. 5          4          3          2          1 6. Most of the Taiwanese commuters accepted the practices of the management of transportation network. 5          4          3          2          1   Part 3. Impact of Management of Transportation Network to Tourism Industry   1. The management of transportation network in Taiwan affects the overall process in Tourism Industry. 5          4          3          2          1 2. The tourism industry shows improvement because of the management of transportation network. 5          4          3          2          1 3. The benefits of management of transportation network in Taiwan get distributed widely through the tourism industry. 5          4          3          2          1   4. Because of the management of transportation network in Taiwan, the tourism industry can cope with the number of tourists. 5          4          3          2          1 5. The management of transportation network in Taiwan helps to improve the services in tourism industry. 5          4          3          2          1 6. The tourism industry shows acceptance to the management of transportation network in Taiwan. 5          4          3          2          1 Interview Directions:  List down your concerns and suggestions regarding impact of management of transportation network in Taiwan’s tourism.   <li class="MsoNormal" style="text-align: justify"> What are the most common problems you’ve encountered with regard to the management of transportation network in Taiwan’s tourism? </li>   a.____________________________________________________________ b.____________________________________________________________ c.____________________________________________________________   <li class="MsoNormal" style="text-align: justify"> What solutions would you suggest to solve these problems you’ve mentioned? </li>   a.____________________________________________________________ b.____________________________________________________________ c.____________________________________________________________   Credit:ivythesis.typepad.com

Management of Transportation Network in Taiwan

Chapter 1 The Problem and Its Background Rationale Transportation plays an important role in the development of tourism ...