在歐美盛行多年的低成本航空，於2001年AirAsia成立後，低成本航空在東南亞開始快速發展，當時整個北亞地區尚未受該股風潮影響，然經過時間的醞釀，北亞地區於近幾年也掀起低本航空風潮，2011年開始日本及韓國等地紛紛有低成本航空成立；台灣過去受此股風潮影響不大，自2004年起第一家外籍低成本航空Jetstar(捷星)飛航桃園-新加坡，之後飛航台灣之外籍低成本航空僅三家，然於2011年開始飛航台灣之外籍航空家數急速上升，截至2013年底已達13家。
台灣過去受限於航權及無次級機場等因素，過去一直沒有國籍之低成本航空成立，然而面對此無法抵檔的趨勢，主管機關及國籍航空公司無不改變政策及態度，於是2014年初華航及復興航空宣布投入經營低成本航空，為台灣航空史一大紀事，然而面對此新的營運模式，國籍航空應如何經營，方能勝出，本研究針對過去文獻探討低成本航空經營模式、成功與失敗案例，並就上述其中一家國籍航空公司以個案探討方式，針對個案公司本身優劣勢及所處環境分析，而給予建議，研究結果顯示國籍航空公司以子公司經營低成本航空，首重母子公司間之定位分明、彼此獨立營運但不侵蝕雙方市場以及資源有效運用，並善用「國籍」與「語言」為其優勢，以把握趨勢與機會。

Low cost carriers have been popular for years in Europe and America. However, this trend was only developed rapidly in Southeast Asia when AirAsia was established in 2001. At then, the entire Northern Asia countries haven’t been influenced by this trend. However, after years, Northern Asia area was finally realized this low-cost airfare trend. Since 2011, Low cost carriers started to develop in Japan and Korea. In 2004, the first foreign low cost carriers -Jetstar started the route between Taoyuan and Singapore. At then, only 3 foreign low cost carriers have routes to Taiwan. Starting from 2011, more foreign low cost carriers have routes to Taiwan, until 2013, 13 low-cost airlines have routes to Taiwan.
Limited by freedoms of the air and no secondary airports, Taiwan has never had its own nationality low cost carriers. However, realized the inevitability of the low cost airfare trend, the local government authorities and airline companies finally have to change the policies and their attitude about this trend. At the beginning of 2014, China Airline and TransAsia Airways announced their investments on low cost carrier operations, which is a great chronicle for Taiwan aviation history. However, many important issues still need to be discussed behind the investments including the new operation model; how to operate the nationality of aviation in order to win. This thesis will analyze those important issues and emphasize on the low cost carrier business models based on the case studies and their success and failure stories. Detailed case study analysis will be given to one specific nationality aviation company. At the end of the study, I will give suggestions to this company. This study result shows that if the nationality of the airline company can use the subsidiaries to operate the low cost carrier, having a distinct market positioning between the mother and subsidiary companies, and operate both companies independently but do not erode the effective use of both markets and resources, it will have a great chance to operate both markets successfully. After all, “nationality” and language” are its strongest strengths to the success.

中文參考文獻
1.世界民航雜誌（2014），第199期，10-11。
2.林群國(2008) ，資訊委外成功因素之研究，世新大學，資訊管理所碩士論文。
3.金宛嫻（1997 ），低成本航空在台灣地區營運成功關鍵因素之研究，開南大學，空運管理研究所碩士論文。
4.張邱驊（2012），從今天看明天-談台灣民航發展的未來，國立臺灣海洋大學，中華民航學會論文獎。
5.梁穎（2014）， 傳統大型網路航空公司如何時實施雙品牌戰略，中國民航報第6版。
6.許悅玲、王鼎鈞（2009），低成本航空經營與管理，揚智文化出版社。
7.傅萊柏.凱文、傅萊柏.賈姬（1999），西南航空-讓員工熱愛公司的瘋狂處方，智庫文化。
8.潘美伶（2005），低成本航空兩岸直航航點評選模式，臺灣大學，土木工程學研究所碩士論文。
9.賴宏奇（2009），台灣地區經營低成本航空公司之可行性研究，國立高雄海洋科技大學航運管理研究所碩士論文。
英文參考文獻
1.Alderighi, M., Cento, A., Nijkamp, P. and Rietveld, P.（2005）, “Network competition-the coexistence of hub-and-spoke and point-to-point systems,” Journal of Air Transport Management 11, 328-334.
2.CAPA（2009）, Global LCC Outlook Report： The World Has Changed, 29, 55-59,109-110,115-118.
3.CAPA（2013）, World aviation year book -Europe , 2.
4.CAPA（2012）, Outlook Report ：North Asia LCC and New Age Airlines, 57-59,228-229.
5.CAPA（2013）, World aviation year book -North America, 2.
6.CAPA（2013）, World aviation year book-North Asia, 2,120-122.
7.Chang, Li-Yen and Shao-Chih Hung（2013）, “ Adoption and loyalty toward low cost carriers： The case of Taipei–Singapore passengers,” Transportation Research Part E 50, 29-36.
8.Dobruszkes, Frederic（2009）, “ New Europe, new low-cost air services,” Journal of Transport Geography 17, 423-432.
9.Fiorino, Francis（2004）, Delta Strategic Review Team Explores Solutions, Aviation Week ＆ Space Technology, 35.
10.Hess, S.（2010）, “Evidence of passenger preferences for specific types of airports,” Journal of Air Transport Management 16, 191-195.
11.Hooper, Paul（2006）, “The environment for Southeast Asia’s new and evolving airlines,” Journal of Air Transport Management 11, 335-347.
12.Morrell, P.（2008）, “Can long-haul low-cost airlines be successful ? ,” Research in Transportation Economics 24, 61-67.
13.O’Connell ,John F., and George Williams(2005), “Passengers’ perceptions of low cost airlines and full service carriers- A case study involving Ryanair, Aer Lingus, Air Asia and Malaysia Airlines,” Journal of Air Transport Management 11, 259-272.
14.Raynor, Michael E.（2011）, Disruptive innovation： the Southwest Airlines case revisited. Strategy &Leadership 39.4, 31-34.
15.Schramm, W. (1971 ) ,“Notes on case studies of instructional media projects”, Academy for Educational Development, Washington, DC.
16.Smyth, M.（2006）, “Airline cost performance,” IATA Economics Briefing N°5, IATA.
17.Southwest Airlines（2012）Annual Report to Shareholders, 13.
18.Warnock-Smith, D. and Andrew Potter（2005）, “An exploratory study into airport choice factors for European low-cost airlines,” Journal of Transportation Management, 11, 388-392.
19.Yin, R. K. (1994), Case Study Research：Design and Methods. SAGE Publications.
20.Smit ,Willem and Christopher Dula(2014) “Singapore Airlines’ branding of its low-cost carrier,” Financial Times.
網路資料
交通部觀光局 http：//taiwan.net.tw
交通部民航局 http：//www.caa.gov.tw/big5/index.asp
CAPA亞太航空中心 http：//centreforaviation.com/
Financial Times http://www.ft.com/