| 摘要: | 摘 要
整體研究的目的為探討關子嶺溫泉區溫泉產業歷史之發展與現況研析、民間機構參與公共建設發展及OT個案案例之分析、探討關子嶺地方溫泉產業經營發展及策略。以關子嶺溫泉區溫泉產業經營之溫泉產業業者為對象。而研究空間範圍則是以關子嶺統茂溫泉會館(台南縣勞工育樂中心)及溫泉區相關溫泉產業為範圍。研究方法為藉由相關文獻資料回顧其理論與論述，其次則是從各資訊或網站，蒐集有關關子嶺溫泉區之歷史發展沿革，民間參與公共建設委外經營OT案例，並藉由與地方溫泉產業業者訪談，歸納其多數看法，提供為參考。
關子嶺統茂溫泉會館經營績效上之效益分成社會效益方面，有助於增加台南縣白河地區的地方就業機會；以96年為例，員工人數約77位，其中白河鎮居民51.9%、台南縣居民74%。經濟效益方面，客房年度使用率76.4%，戶外泡湯約十萬餘人次，有效吸引旅遊人潮進入關子嶺溫泉區促進地方觀光旅遊產業之發展。財政效益方面，營運固定權利金及經營權利金，合計共繳交約九百餘萬元。社區發展基金及勞工團體發展基金約提撥九十餘萬元。認養紅葉、嶺頂二大公園，編制專職人員做日常管理與維護工作。
在歷經七年的營運期間，關子嶺統茂溫泉會館即將面臨後續之課題，在外部環境影響因素方面，如地區產業活動未能再現昔日風華、地區同業的擴大規模加入市場、溫泉法的實施、溫泉資源永續利用及地區廢水排放的管理、世界金融風暴之深度影響。在內部組織資源方面，如硬體設備持續更新、經營固定成本的比重大、主力客源市場的持續開拓、創意的行銷與創新之策略、後續優先續約的經營管理績效等。
Abstract
The purpose of the study is to realize the development history of hot spring resort industry in Guan-zi-ling areas and its recent situation, the development of folk institution which participates in infrastructure, and the analysis of OT case, the study of local hot spring industry’s managing strategy. We choose the local marketers of Guan-zi-ling hot spring areas as our objects. The study ranges from Guan-zi-ling Toong-mao resorts and hotels (Tainan county labor recreational center) and the related hot spring areas. First of all, the method is using related history material to review its theory. Secondly, we collect the data of history events about Guan-zi-ling hot spring areas and OT case of outsourcing administration from the website. By interviewing local marketers, we can conclude their opinions and take them as our references.
Guan-zi-ling Toong-mao resorts and hotels’ managing effects include social effects which help promote the job opportunities of Guan-zi-ling hot spring areas. For example, in 2007, there were 77 employees who occupied 74﹪from Tainan county. Among them, people occupied 51.9﹪from Bai-he town. For economic effect, the annual usage of guest rooms is 76.4﹪, about 100 thousand people who do the outdoor hot spring activity, and that can positively attract tourists to hot spring areas and enhance the development of local tourism. For financial effect, the payment of managing premium is 3.4 million dollars, the payment of changing premium is 5.73 million dollars, and the total number is 9.13 million dollars. The fund of community development allocates 477 thousand dollars, and the fund of labor group allocates 477 thousand dollars. Besides, we also take care of Red Leaf and Mountain Top Park, and organize 6 professional personnel to maintain and conserve these two parks.
After management of 7 years, Guan-zi-ling Toong-mao resorts and hotels will face some other problems. The external factors of the new problems include the withdrawal of people’s sense of novelty, the increase of competitors who join the same market, the practice of the Hot Spring Law the eternal use of hot spring resource, the management of waste water emission, and the deep influence of the world economic depression. Otherwise, the internal factors include the change of hardware facility, the rise of the cost, the continuing expansion of the main market, the strategy of the creative marketing, and the active behavior of the latter management about continuing the contract.
Keywords：Hot Spring；Guanziling；Operate-Transfer；Outsourcing Administration |
