台灣風景區觀光旅館受到國際旅遊市場競爭、災害或疫情、國內旅遊市場成長減緩、旅遊型態及客源結構的改變，陸客縮減、民宿及非法旅宿分食客源、基層人力長期缺工、基礎建設量能及整合不足、數位科技衝擊等因素影響，面臨了經營上的困境以及急需進行數位轉型的壓力。旅館業屬於高資本之行業，業者已無法僅靠自己的力量及資本等，解決相關困境。本研究以商業生態系統理論為基礎，探討透過風景區觀光旅館業生態系統之建立，整合相關產業及政府資源，並協同合作，完成數位轉型、體驗遊程及相關基礎建設之建置等，以符合旅客多元需求，及解決各項困境，並提升競爭優勢與經營績效，進而促進就業，及帶動產業發展。
研究發現，要建立風景區觀光旅館業生態系統，需要中央與地方政府相關部門，以及民間團體與業者共同攜手合作，並結合群體力量共同作戰。透過中央與地方、跨部會及跨部門的分工、合作與資源整合推動相關措施，完善相關基礎建設。另透過成立觀光目的地行銷暨管理組織(Destination Marketing＆Management Organization，DMO)，協助風景區觀光旅館業生態系統之成員進行規劃、行銷推廣、管理及運營，帶動生態系統發展，由產業開始由下而上結合中央與地方政府，共同經營並行銷，及活絡產業發展。而觀光業者應妥善利用政府提供的資源與能力，並透過持續創新與專業化來創造價值與競爭優勢，以突破經營困境。
完成風景區觀光旅館業生態系統建立後，最重要的是要維持其永續運作，本研究透過風景區觀光旅館生態系統建立，及結合商業生態系統成功因素與旅館經營的關鍵成功因素為目標，找出風景區觀光旅館業生態系統永續運作之方法，以及推論出風景區觀光旅館業生態系統邏輯論述之結論與未來研究方向建議。

Tourist hotels in Taiwan’s scenic areas face many challenges. These include competition from the international tourism market, natural disasters, epidemics, changing tourism patterns, slower growth in domestic tourism, a decline in visitors from mainland China, competition from B&Bs and unlicensed guest houses, and a systemic shortage of labor. The industry is also facing challenges in terms infrastructure, a lack of integration with the broader tourism sector and a need to incorporate new technologies. Such factors have created operational difficulties and an increasing need to transform business models in the digital world. The hotel industry is capital intensive, and sector members are finding it increasingly difficult to face such challenges relying on only their own capabilities and resources.
In light of the above, this study explores using business ecosystem theory to create new avenues for establishing a healthy and sustainable scenic area hotel industry ecosystem. Key elements include an integration with related industries and government resources, a collaborative/cooperative digital transformation, and the development of “experience travel” opportunities and infrastructure construction. This ecosystem must be able to meet the increasingly diverse needs and interests of travelers, as well as create an improved problem resolution capability. Such an ecosystem would build upon Taiwan’s competitive advantages and enhance the industry’s operating performance, thereby promoting employment and industrial development.
The study found that the establishment of a successful tourist hotel ecosystem in Taiwan’s scenic areas requires strong public-private cooperation. Central and local governments, industry and civil society must all work hand-in-hand and pool their resources and capabilities to overcome existing challenges and forge a new foundation for growth. At the central and local government level, this involves inter-ministerial and inter-departmental cooperation, division of labor, and resource integration to upgrade systems, human capital and physical infrastructure. In addition, this study outlines a tourism “destination marketing and management organization” (DMO) designed to assist the scenic area hotel industry ecosystem in terms of planning, marketing, management and operations. This part of building the new ecosystem would begin at the grass roots level and work upwards by integrating the resources and efforts of central and local government entities. Key elements would include joint ventures and parallel marketing, as well as overall industry promotion and development. Through such efforts, the tourism industry could better utilize government resources and capabilities, which in turn will result in enhanced specialization, innovation, competitiveness, and value creation.
Creating a strong scenic area tourist hotel industry ecosystem is an important step also involves ensuring that such an ecosystem is sustainable. This study combines factors found in successful commercial ecosystem models with the unique features of Taiwan’s scenic area hotel industry to create a sustainable model. The study provides conclusions as to how to create such a model, and also highlights possible areas for future research and discussion.

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