自2019年底中國武漢市，發現「病毒性肺炎病例」以來，嚴重特殊傳染性肺炎(COVID-19)迅速蔓延至全世界多個國家，轉變成一場全球性大瘟疫。2020年1月21日台灣出現了首例確診，防疫指揮中心由三級開設提升至二級，二月超前佈署提升到一級開設，並逐步擴大邊境管制，3月20日台灣已將全球皆提升為三級旅遊警示。而疫情爆發後影響最大的就是全球的航空業、郵輪業、旅宿飯店業、旅遊業。
九成以上營收來自入出境旅遊且為臺灣最大、最知名旅行社的雄獅旅遊集團，因全球性的隔離、封城及鎖國，導致商務旅遊與休閒旅遊業務斷崖式歸零，營收全面熄火。面對這突如其來且令人措手不及的衝擊，王董事長要帶領全集團三千多名員工面對空前挑戰，化危機為轉型契機，除了求存活還要成為疫情後的新形態生活產業集團。
雄獅集團明快擬定短期紓困、中期振興、長期轉型的應變及發展策略，然而兩年來在新冠肺炎病毒持續變種、全球防疫政策及疫苗施打率…等因素影響下，造成疫情反覆起伏、一波未平一波又起，接踵而來的挑戰更加顯得艱辛與險峻。
本研究採取哈佛式教學個案方式來撰寫，並透過個案面對疫情、企圖反轉逆勢的過程，讓學員了解企業面對艱難處境，如何展現敏捷組織特性與運用市場產品策略思維來應變。學員也可藉由個案的探討，思考如果自己身為相關產業的企業主時，如何在資源瞬間失衡時有效分配運用，藉以固守產業優勢，又能兼顧轉型，掌握新的商業契機。

At the end of 2019 in Wuhan, China, a "viral pneumonia case" was discovered, and the COVID-19 quickly spread to many countries around the world, gradually becoming a global pandemic. On January 21, 2020, the first confirmed case in Taiwan, the Central Epidemic Command Center was upgraded from the third level to the second level, and in February, the advance deployment was upgraded to the first level. On March 20, Taiwan raised the global travel alert to Level 3. The biggest impact after the outbreak is the global aviation industry, cruise industry, hotel industry and tourism industry.
More than 90% of its revenue comes from inbound and outbound travel and is the
leading travel agency in Taiwan, Lions Travel Group. Due to global isolation, city closures and national lockdowns, business travel and leisure travel businesses have fallen to zero, and revenue has been completely shut down. Faced with this sudden and unprepared shock, Chairman Wang will lead more than 3,000 employees of the whole group to face unprecedented challenges, turn the crisis into an opportunity for transformation, and become a new form of life industry group after the epidemic in addition to survival.
The Lion Group has quickly drawn up a response and development strategy for relief, revitalization, and transformation. However, in the past two years, under the influence of factors such as the continuous mutation of the virus, the global epidemic prevention policy, and the vaccination rate, etc., the epidemic has been fluctuating and uneven. The waves are rising again, and the challenges that follow are even more difficult and dangerous.
This study was written in the format of Harvard Business Review. Through case study, students can think about how to utilize resources when they are suddenly out of balance when they are business owners in related industries, to stick to the advantages of the industry, while considering the transformation and grasping new business opportunities.

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Baker, T., & Nelson, R. E. (2005). Creating something from nothing:Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50(3),329-366.
Wouter Aghina, Christopher Handscomb, Jesper Ludolph, Dániel Róna, and Dave West(March 2020). “Enterprise agility: Buzz or business impact?”Mckinsey & Company.
Wouter Aghina, Karin Ahlback, Aaron De Smet, Gerald Lackey, Michael Lurie, Monica Murarka, and Christopher Handscomb(January,2018).”The five trademarks of agile organizations.”Mckinsey.com.
Ansoff, H. I. (1965). Corporate Strategy: An Analytic Approach to Business Policy for Growth and Expansion. New York: McGraw-Hill.
中文參考文獻
蕭瑞麟、歐素華、吳彥寬，2017，「逆勢拼湊：化資源制約為創新來源」，中山管理評論，25卷1期：219~268。
謝如梅、莊為傑、方世杰，2011，「資源拼湊, 創業經驗與新事業機會之初探性研究: 社會網絡觀點」，東吳大學第 14 屆科際整合管理研討會，441-453
齊若蘭譯，從A到A+：向上提升，或向下沉淪？企業從優秀到卓越的奧祕，（Jim Collins, Good to Great: Why Some Companies Make the Leap and Other’s Don’t），初版，遠流出版事業，2002。
網站參考文獻
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