本研究針對航空業現在的發展及趨勢進行分析，隨著現代人對於生活的享受要求越來越高，旅遊人數也是屢屢攀升，但受到經濟發展影響，以及低成本航空的崛起，航空業這塊大餅越來越多人分食，其競爭日漸劇烈，企業不能只是靠原有的行銷策略去拉攏顧客，還需想出其創新手法以吸引顧客，並提高其忠誠度留住顧客，如此才能提高市場佔有率，讓企業得以繼續生存永續經營，本研究以E公司為研究對象，探討企業經營之特定策略發展可能性，採用Lin and Pao (2004) 提出之理論架構，透過E公司之使命陳述、7S模型分析其內部環境、五力分析模型評估其產業外部環境以及PESTEL模型評估其總體環境，以此為本研究之理論分析架構依據，並針對特定策略提出意見供企業參考，其歸納出結論如下：檢視E公司之內部、外部及總體環境因素後，建構出E公司發展競爭策略為「異業結盟、體驗行銷」，而以「品牌結合、獨家授權」為其特定策略，回頭檢視E公司之使命陳述，提出其發展可行性及成效。 This study focuses on the development and trend in the aviation industry. As people have higher requirements for life’s enjoyment, the amount of travelers rise gradually. However, with the effects of economic development and growth of low-cost carriers, many companies want to share the revenues, inducing stronger competition. Airline companies cannot depend only on original marketing strategy to keep their customers. They also need to take innovative approaches to appeal to customers and gain customer loyalty so that the business can grow and remain sustainable overtime. This study uses E company as a case study to examine the business’ possibility for specific strategy development. Through understanding the company’s mission statement and utilizing the competitive strategy model proposed by Lin and Pao (2004), three models were applied for the proposed framework: 7S model to analyze the internal environment, five forces model to analyze the external environment, and PESTEL model to analyze the overall environment. The study concludes as below: after analyzing E company''s internal, external and overall environment, “cross-industry alliance and experiential marketing” is established as their competitive strategy, and "brand of binding and exclusive license" as their specific business. Looking back to E company’s mission statement, the suggested strategies offer practicability and competence.