SWOT 全局分析SWOT Holistic Analysis
好的策略，來自「內部條件」與「外部環境」的適配。一張紙，同時看自己、也看環境。
Good strategy comes from fitting internal strengths to the external environment. One page that makes you look at yourself and the world at the same time.
重點回顧Recap
史丹佛研究院 Albert Humphrey 團隊研究企業長期規劃為何失敗，整理出 SOFT 分析，被視為 SWOT 的前身。
Albert Humphrey’s team at SRI studied why long-range planning failed and created SOFT analysis, seen as SWOT’s forerunner.
哈佛商學院學者在《Business Policy》提出：策略是把公司「能做的」，對上環境中「可做的」。
Harvard scholars in Business Policy: strategy matches what a company can do with what the environment allows.
Heinz Weihrich 提出 TOWS 矩陣，把四象限交叉成 SO、WO、ST、WT 四類策略，讓分析走到行動。
Heinz Weihrich’s TOWS matrix crosses the quadrants into SO, WO, ST and WT strategies, turning analysis into action.
S 優勢（內部・有利）Strengths (internal, helpful)
我們憑什麼贏？客人為什麼選我們？
Why do we win? Why do guests choose us?
W 劣勢（內部・不利）Weaknesses (internal, harmful)
哪裡常被抱怨？哪些事對手做得比我們好？
What do people complain about? What do rivals do better?
O 機會（外部・有利）Opportunities (external, helpful)
市場、客群、政策、科技有哪些新變化可以用？
Which changes in market, guests, policy or tech can we use?
T 威脅（外部・不利）Threats (external, harmful)
什麼變化會讓現在的做法失效？
What change could make today’s approach fail?
五步驟開始Five steps
- 定範圍：分析對象與目標（例如：台北館明年住房率提升）
- Scope: subject and goal (e.g. raise next year’s occupancy)
- 蒐集事實：營運數據、顧客回饋、對手動態、市場趨勢
- Gather facts: operating data, feedback, competitors, trends
- 填四象限：每格留下最關鍵的 3–5 項
- Fill the quadrants: keep the 3–5 most important per box
- 交叉配對：SO 進攻、WO 改善、ST 防守、WT 避險
- Cross-match: SO attack, WO improve, ST defend, WT avoid
- 排序與行動：訂負責人、KPI 與時程，放進 OGSM
- Prioritise & act: owner, KPI, timeline — into the OGSM
使用時的三個提醒Three reminders
- 要有事實：每一項盡量附數據或實例，不只寫感覺。
- Facts: back each item with data or examples.
- 要有排序：每個象限挑最關鍵的 3–5 項，不求多。
- Priority: 3–5 key items per box, not a long list.
- 要有行動：填完四格只是開始，交叉配對才會產生策略。
- Action: filling the boxes is only the start; cross-matching creates strategy.
示範：旅館與餐廳Examples: hotel and restaurant
目標：明年提升住房率與直接訂房比例。
Goal: raise occupancy and the share of direct bookings next year.
S
- 捷運站旁，步行可到主要商圈
- 設計風格鮮明，訂房網站評分高
- 員工資深，回頭客比例高
- Next to the MRT, walkable to key districts
- Distinct design, high OTA ratings
- Experienced staff, many repeat guests
W
- 房間數少，旺季供不應求
- 過度依賴訂房平台，佣金吃掉利潤
- 會員經營與數據分析能力不足
- Few rooms, sold out in peak season
- Over-reliant on OTAs; commission eats profit
- Weak membership and data analysis
O
- 國際旅客持續回流
- 在地體驗與深度旅遊需求上升
- 企業差旅與長住需求增加
- International travellers returning
- Rising demand for local experiences
- More corporate and long-stay demand
T
- 新飯店陸續開幕，價格競爭加劇
- 人力短缺，薪資成本上升
- 能源與備品成本上漲
- New hotels opening, price wars
- Labour shortage, rising wages
- Energy and amenity costs up
| SO | 結合地點與設計優勢，推出在地體驗住房專案，吸引國際旅客。Combine location and design into local-experience packages for international guests. |
|---|---|
| WO | 建立官網會員制度，把平台客人轉為直接訂房。Launch a website membership to turn OTA guests into direct bookers. |
| ST | 用資深團隊的服務口碑做出差異，不跟進削價。Differentiate on the senior team’s service reputation; don’t join the price war. |
| WT | 導入自助入住與排班優化，減輕人力與成本壓力。Introduce self check-in and smarter rostering to ease labour and cost pressure. |
目標：開業 8 年，提高營收並穩定服務品質。
Goal: 8 years in, grow revenue and stabilise service quality.
S
- 招牌菜辨識度高，熟客穩定
- 主廚研發強，季節菜單更新快
- 與在地小農長期合作，食材新鮮
- Iconic signature dishes, loyal regulars
- Strong chef R&D, fast seasonal menus
- Long-term local farm partners, fresh produce
W
- 尖峰翻桌慢，候位客人流失
- 外場流動率高，服務不穩定
- 行銷多靠口碑，社群經營薄弱
- Slow table turns at peak; waiting guests leave
- High floor turnover, uneven service
- Word-of-mouth only; weak social media
O
- 外帶與外送市場成熟
- 消費者重視在地與永續食材
- 企業包場與節慶餐盒需求增加
- Mature takeaway and delivery market
- Guests value local, sustainable food
- More corporate events and festive boxes
T
- 食材與租金持續上漲
- 連鎖品牌進駐同商圈
- 網路負評擴散快
- Rising food and rent costs
- Chains moving into the area
- Bad reviews spread fast
| SO | 用小農食材故事，開發節慶餐盒與企業包場方案。Use the farm-to-table story for festive boxes and corporate events. |
|---|---|
| WO | 導入線上訂位與候位系統，用外帶菜單分流尖峰人潮。Add online booking and queueing; use a takeaway menu to relieve peaks. |
| ST | 以招牌菜與季節菜單強化品牌，和連鎖品牌做出區隔。Strengthen the brand with signature and seasonal dishes to stand apart from chains. |
| WT | 建立外場訓練與留才制度，穩定服務品質，降低負評風險。Build floor training and retention to steady service and cut review risk. |
功課與分享Homework & sharing
為你的館、店或部門做一份 FY27 SWOT，每格 3–5 項，最後至少寫出一個交叉配對策略。
Do an FY27 SWOT for your hotel, restaurant or department: 3–5 items per box and at least one cross-matched strategy.