這是一個高度競爭的時代，所有能提供、代表夢想意象的人或物，都有機會成為最受歡迎的對象。薰衣草森林以兩位放棄原有穩定高薪的都市女性，各自準備一百萬上山圓夢的故事背景，引發許多都市上班族的興趣；而依照兩位創辦人夢想規畫的薰衣草森林園區的山林美景，更進一步讓親自到訪的顧客口碑相傳。
台灣的休閒餐飲較少兼具景色美、服務好、餐點又可口的賣點；薰衣草森林在這些方面卻能擁有口碑，而且擅於舉辦園區活動和營造氣氛，和同業拉大距離。本研究透過個案訪談，分析薰衣草森林如何運用策略創造差異，並且以口碑行銷。
本研究結論說明薰衣草森林的核心競爭力，在於他們提供讓顧客感動的服務。薰衣草森林的美景除了讓顧客享有視覺感動外，也重視和顧客間的互動；而為了維持穩定人力，提高員工的忠誠度，薰衣草森林安排員工較多的訓練課程，並提供每月分紅，開放主任級以上員工投資入股，讓員工感覺有成長、有未來；還有兩位創辦人相信專業、充分授權的特質，讓薰衣草森林能順利發展品牌、並展店有成。

In a highly competitive age like ours, those persons or objects that can best represent beautiful dreams hold the greatest potential to enjoy the glory of popularity. In this regard, the story of Lavender Cottage, with two city ladies giving up high salaries and courageously pursuing their dreams with one million NT dollars each, effectively evokes the interests of working people. What’s more, the alluring forests and gardens planned according to their dreams often intoxicate their visitors so much that they can’t help but spread good words about Lavender Cottage.

It is rare for enterprises in tourism and hospitality industry in Taiwan to bear the advantages of beautiful sceneries, good services and delicate gourmet at the same time. Lavender Cottage, however, easily wins accolade for bearing all those features and differentiates themselves from their counterparts by holding a lot of interesting activities and creating an attractive atmosphere. This study dwells upon the strategies employed by Lavender Cottage to create differences and to market through word of mouth campaigns.

The result of this research shows that the core competitiveness of Lavender Cottage lies in moving their customers with high-quality service. In addition to their beautiful scenery that touches their customers through visual impressions, they put great emphasis on their interaction with their customers. To keep a low turn over rate and to build loyalty among their employees, the management team of Lavender Cottage not only provides their employees with training courses, but also shares with them their monthly profits and allows senior employees to invest in the company. Moreover, the two founders of Lavender Cottage promote professionalism and empowerment, which also contributes to the branding and development of their enterprise.

1. 王昭正(2000)，「休閒產業概況」，網址來源：http://www.evta.gov.tw/employee/emp/001/009/bb2/bb2-1.htm。
2. 吳松齡(2003)，休閒產業經營管理，台北市：揚智文化事業公司。
3. 吳春暉(2005)，「財務可行性分析模式於休閒產業BOT 上應用之研究」，大葉大學，休閒事業管理學系碩士班，碩士論文。
4. 周明智(2003)，商業遊憩管理，台北：揚智文化事業公司。
5. 郭定原(2007)，兩個女生的紫色夢想—薰衣草森林創業傳奇，台北市，聯經出版社。
6. 賴衍瑞(2002)，「休閒產業電子商務營運績效之研究－以台灣地區觀光旅館網站」，國立台灣師範大學，運動與休閒管理研究所，碩士論文。