遊覽車客運業是特許行業，也是一個高成本、高風險、低利潤的行業，不屬於大眾運輸，也不屬於觀光產業，但對整體觀光產業發展佔有舉足輕重的角色。在運輸業中是一個特殊，處境也尷尬的產業。市場非常競爭，價格沒有依據。經營型態相似性高，彼此間難有良性競爭，目前供過於求，過量的供給直接影響價格平衡，削價競爭的惡性循環，進而影響品質。
個案公司是一家體質優良的企業，又是交通部連續十年評鑑優等的優質生，在遊覽車業界的品牌有目共睹。在此事故頻傳、缺工又競爭的產業中，找出核心競爭力，內部消除繁複的表格資料、降低交通車合約量、提升公司派車系統及車聯網的管理服務、創造免費APP加值服務及旅行社業務，企圖掌握市場未來趨勢，提高客戶滿意度及市場競爭力，並將這些差異化讓顧客有感，滿足客戶需求，做到價值創新與品牌創新。
本研究以乙泰通運為研究個案，希望藉由分析乙泰通運藍海策略四項行動架構與創新的商業模式中，發掘出遊覽車客運業轉型的契機，提供給其他面臨類似狀況的公司決策者參考與啟發。

Tourism transport industry is a concession industry, is also a high cost, high risk, low profit industry, does not belong to the public transport, nor is the tourism industry, but the overall tourism industry occupies a pivotal role. In the transport industry is a special, the situation is also embarrassing industry. The market is very competitive, the price is no basis. Business type has a high similarity, it is difficult to compete with each other, the current oversupply, excessive supply directly affect the price balance, price competition, the vicious cycle, and thus affect the quality.
The company in this case is a good quality of the enterprise, but also the Ministry of Transportation for ten consecutive years of excellent quality of quality students in the tourism transport industry brand for all to see. In this industry which is accident frequently, lack of competion, to find the core competitiveness, the internal elimination of complex forms of information, reduce the amount of traffic contractors to enhance the company to send car system and car network management services, to create free APP value-added services and travel agency business, trying to grasp the future market trends, improve customer satisfaction and market competitiveness, and these differences so that customers feel to meet customer needs, to achieve value innovation and brand innovation.
In this study, we will take Yi Tai tourism transport industry for example to analyze the four operational frameworks of Blue Ocean Strategy and innovative business models to explore the opportunities for the toursim transport business, and provide it to other decision makers who face similar situation reference and inspiration.

一、中文部分
1.官淑美(2016)遊覽車客運業者的創業歷程與商業模式-乙泰通運的故事。
臺灣科技大學管理研究所EMBA碩士在職專班碩士學位論文。
二、英文部分
1.Adner,Ron(2006), “Match Your Innovation Strategy to Your Innovation Ecosystem”, Harvard Business Review, Vol.84, No4, pp.101.
2.Andrew, P. James, and Sirkin, L. Harold(2003), “Innovating for Cash”, Harvard Business Review, Vol.81, No9, pp.76-83.
3.Anthony, Scott , Eyring, Mat and Gibson, Lib(2006), “Mapping Your Innovation Strategy”, Harvard Business Review, Vol.84, No5, pp.104-113.
4.Drucker, F. Peter(2002), “The Discipline of Innovation”, Harvard Business Review, Vol.80, No8, pp.95-103.
5.Hamel,Gary(2006), “The Why, What, and How of Management Innovation”, Harvard Business Review, Vol.84, No2, pp.72-84.
6.Hammer,Michael(2004), “Deep Change: How Operational Innovation Can Transform Your Company”, Harvard Business Review, Vol.82, No3, pp.87.
7.Lencioni,M.Patrick(2002), “Make Your Values Mean Something”, Harvard Business Review, Vol.80, No7, pp.113-117.
8.Magidson, Jason and Brandyberry, Gregg(2001), “Putting Customers in the “Wish Mode”, Harvard Business Review, pp.26-28.
9.Moore, A.Geoffrey(2004),“Darwin and the Demon: Innovating Within Established Enterprises”, Harvard Business Review, Vol.82, pp.86-92.
三、參考網站
1.車輛安全審驗中心(http://www.vscc.org.tw/)
2.電子公路監理網(https://www.mvdis.gov.tw/)
3.交通部統計處(http://stat.motc.gov.tw/)
4.行政院全球資訊網(http://www.ey.gov.tw/)
5.哈佛商業評論(https://www.hbrtaiwan.com)