摘要
台灣觀光業十分發達，觀光資源豐富，在這利多的市場，許多國際觀光飯店在台灣插旗非常多的據點，尤其是在觀光、商務、文化機能完整的台北市，更是國際飯店的戰場，其中仔細去分析，會發現餐廳其實是飯店重要的競爭因素，餐廳是住房外飯店的第二營收來源，也是房客會考慮入住的重要因素之一，餐廳經營的好除了吸引房客，也會帶動活動、餐客的訂席率，提升整體的成長。在競爭激烈的地段，目標和定位就很重要，如何有效的調配資源，發揮最大的優勢，同時盡量降低本身的劣勢和外在的威脅就顯得重要，與競爭對手的分析以及策略的變動，如何吸引更多的客群，都是一間餐廳需要研究的事，最後，因為近年的疫情帶給餐廳負面的影響，試著了解餐廳是如何應對的以及策略方向的調整，都能看出餐廳的危機處理能力，而這是值得探討的。

本研究以君悅飯店的餐廳為例，利用個案研究法和透過與君悅餐廳訂席副理深度訪談，搭配資源基礎觀點、SWOT分析以及組織理論，來分析飯店餐廳是如何建立、累積資源，如何發揮競爭優勢，藉由策略、行銷活動去競爭和吸引客群，最後探討米其林對餐廳的影響力以及內部為了獲得指標所做的組織行為，還有疫情對個案的影響以及個案針對疫情所做出的調整。

此研究發現，君悅餐廳其實在經營上並沒有太大問題，其飯店品牌及餐廳聲譽都帶來好的影響，餐廳的多元性及便利性都是君悅餐廳的優勢，疫情下透過一些目標和做法去彌補損失，雖然整體分析下來並無太大經營上的問題，研究建議未來若是想再精進餐廳本身，可以在累積更多差異化資源及客群，也須再內部整修並調整目標。

Abstract
Taiwan’s tourism industry is very developed and tourism resources are abundant, but the problem that follows is that competition is very fierce. International hotels have a lot of branches in Taiwan, especially in Taipei, which has complete tourism, business, and cultural functions. In the battlefield of international hotels, a careful analysis reveals that restaurants are actually an important competitive factor for hotels. Restaurants are the second source of revenue for restaurants besides housing. It is also one of the important factors that guests will consider staying in. A good restaurant will drive the booking rate with events to attract diners, and improve the overall growth. In a highly competitive area, goals and positioning are very important. How to effectively allocate resources to maximize advantages while minimizing their own disadvantages and external threats becomes important. Analysis with competitors and changes in strategies are important. Attracting more customers is something that a restaurant needs to study. Finally, because of the negative impact of the recent epidemic on the restaurant, try to understand how the restaurant responds and adjust the strategic direction, you can see the restaurant. Crisis handling capabilities, and this is worth exploring.

This study takes the restaurant of the Grand Hyatt Hotel as a case, using case studies and in-depth interviews, combined with resource-based viewpoints, SWOT analysis, and organizational behavior to analyze how the restaurant build and accumulate resources, and how to develop a competitive advantage. We take a look at how marketing activities compete and attract customers, and finally discuss the influence of Michelin on restaurants and internal organizational behaviors to obtain indicators which is Michelin. Last, we dig into the impact of the epidemic on restaurant and the adjustments made by restaurant in response to the epidemic.

This study found that the Grand Hyatt restaurant actually has no major problems in its operation. Its brand and restaurant reputation have a good impact. The diversity and convenience of the restaurant are the advantages of Grand Hyatt. In fact, it is only restaurant can try is to make up for the loss in this hard time. Although there is no major business problems in the overall analysis, the research suggests that if you want to improve the restaurant itself in the future, you can accumulate more differentiated resources and customer groups, and you must also renovate internally and adjust your goals.

目 錄
論文審定書…………………………………………………….………………….…..…i
誌謝…………………………………………………………….………………….….....ii
摘要…………………………………………………………….………………….…....iii
Abstract………………………………………………………………………….….…...iv
目錄………………………………………………………………….…………….……vi
圖目錄…………………………………………………………………………….…....vii
表目錄………………………………………………………………………….....…...viii

第一章 緒論……………………………………………………………………….…..1
第一節 研究動機…………………………………………………………….…..1
第二節 研究目的…………………………………………………………….…..1
第三節 研究流程…………………………………………………………….…..2

第二章 文獻探討…………………………………………………………………...…3
第一節 資源基礎觀點(RBV)…………………………………………………....3
第二節 SWOT分析…………………………………………………………….12
第三節 組織理論……………………………………………………………….15

第三章 研究設計…………………………………………………………………….17
第一節 研究架構……………………………………………………………….17
第二節 研究方法……………………………………………………………….18
第三節 研究對象……………………………………………………………….20
第四節 訪談過程與大綱…………………………………………………….…20

第四章 個案公司分析…………………………………………………………….…22
第一節 個案公司簡介……………………………………………………….…22
第二節 產業環境介紹……………………………………………………….…24
第三節 個案重點式介紹…………………………………………………….…28

第五章 分析與結果……………………………………………………………….…36
第一節 以資源基礎觀點分析君悅餐廳…………………………………….…36
第二節 君悅餐廳的SWOT分析……………………………………………....39
第三節 君悅餐廳的組織行為………………………………………………….40
第四節 疫情下的作法………………………………………………………….41

第六章 結論與建議………………………………………………………………….43
第一節 研究結論……………………………………………………………….43
第二節 研究建議……………………………………………………………….44

參考文獻……………………………………………………………………………….47
中文部分……………………………………………………………………………….47
英文部分……………………………………………………………………………….47
網路文獻……………………………………………………………………………….49

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網路文獻
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https://ctee.com.tw/news/industry/403002.html
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https://www.chinatimes.com/realtimenews/20201106004849-260405?chdtv
陳葦庭(2020): 別人迎復甦，君悅卻裁員！信義區龍頭飯店怎麼了？ 商周。
https://www.businessweekly.com.tw/business/blog/3004829
黃淑惠(2021): 君悅推「免下車取餐」 4家餐廳營運時間調整。聯合新聞網。
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凱悅官網https://about.hyatt.com/zh-hant.html
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HotelMylist: 台北寒舍艾美酒店
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維基百科: 台北W飯店
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