旅遊業在蒙古呈現穩定成長，導致旅館代理企業，例如B&B，的數量每年都不斷增加。然而，由於旅館代理企業近期才開始發展，因此相關的研究仍然很少。特別是B&B服務業，已成為一股潮流，當人們有空房間或公寓時，就只想透過此線上平台來出租，但卻不具備任何先備知識，因此此產業也以等同的速度衰退。本研究嘗試幫助學界與旅館業者了解B&B目前的情況，並且提出可能的建議。
本研究嘗試建立影響B&B服務成功以及未來發展的影響因子。本研究使用SWOT分析以及波特的五力分析模型來分析B&B 計畫的生存能力。本研究使用訪談法蒐集了旅館業者對五間旅館的回應。所有的訪談皆有錄音，打成逐字稿後再轉譯為英文。接著再使用訪談的資料去對應SWOT與波特的五力分析模型。我們建立了階層性的結構，包括了與B&B服務表現最相關的五個核心標準與12個主要指標。並使用層級分析法假設來計算每一個指標的權重。最後，本研究依據這些資訊提出策略性的計畫建議與結論。

Tourism industry has been showing stable growth in Mongolia, which resulted booming increase in hotels, B&B, tourist agencies and business entities every year. But since the development of hotel industry is quite recent, related research and study of Mongolia is quite rare. Especially the B&B service industry, where it become trendy when people with extra room or apartment just decides to rent it out through online platform without any prior knowledge, industry which booming and failing at same speed. The study tried to help both academics and hosts to understand the current situation of the B&B industry and tried to suggest some possible strategies.
The study tried to establish the main factors that affect B&B services’ success and future development. And studied the viability of B&B project with a help of SWOT and Porter’s five force model. Research collected 5 hosts response for the interview collection. The interviews were audio-recorded and later transcribed into written scripts and then translated into English. Then the collected data’s were filled the SWOT and Porter analysis’s categories. We established hierarchy structure with five core criteria with 12 main indicators that is most important and relates to the B&B performance. Using this information, research come up with strategic planning suggestions and conclusions.

THESIS VALIDATION LETTER
ACKNOWLEDGEMENT
ABSTRACT (ENGLISH)
ABSTRACT (CHINESE)
TABLE OF CONTENTS
LIST OF FIGURES
LIST OF TABLES
CHAPTER 1 INTRODUCTION
Section 1.1 Research background
Section 1.2 Research objectives
CHAPTER 2 LITERATURE REVIEW
Section 2.1 Service significance
Section 2.2 Customer centric focus
Section 2.3 Efficiency of unbundling
Section 2.4 Use of technology
Section 2.5 Market orientation and internal function
Section 2.6 Macro environment, SWOT and Porter Five Force model
CHAPTER 3 METHODOLOGY
Section 3.1 Macro environment
Section 3.2 SWOT analysis
Section 3.3 Porter’s Five Force Model
CHAPTER 4 STRATEGIC PLANNING
CHAPTER 5 CONCLUSION
Reference
Appendix

Bensaou, M. and Earl, M. (1998), “The right mind‐set for managing information technology”, Harvard Business Review, September/October, pp. 119‐28.
Cheng, D. S. (2013). Analyze the hotel industry in porter five competitive forces. Journal of Global Business Management, 9(3), 52.
Chin, J. B. (2011). Constructing a Managerial Performance Model for the B&B Industry. In Advanced Materials Research (Vol. 219, pp. 1064-1068). Trans Tech Publications.
Chou, H. J. (2008). A Study on the Effects of Entrepreneurship and Interpersonal Network on the Business Performance of Bed-and-Breakfast (B&B) Inn Operators in Taiwan. J Hum Resour Adult Learn, 4(1), 149.
Heskett, J.L., Sasser, W.E. Jr and Hart, C.W.L. (1990), Service Breakthroughs: Changing the Rules of the Game, The Free Press, New York, NY.
Huang, L. (2008). Bed and breakfast industry adopting e-commerce strategies in e-service. The Service Industries Journal, 28(5), 633-648.
Jean Paolo G Lacap RMP A. F. B. E. (2014). Competitiveness and Sustainability of the Hotel Industry: The Case of Hotels in Pampanga. Business Management and Strategy, 5(1), 115.
Kandampully, J. (2006). The new customer-centred business model for the hospitality industry. International Journal of Contemporary Hospitality Management, 18(3), 173-187.
Lanier, P., & Berman, J. (1993). Bed-and-breakfast inns come of age. The Cornell Hotel and Restaurant Administration Quarterly, 34(2), 15-23.
Namasivayam, K., Enz, C.A. and Siguaw, J.A. (2000), “How wired are we? The selection and use of new technology in US hotels”, Cornell Hotel and Restaurant Administration Quarterly, December, pp. 40‐8.
Nurlansa, O. Analysis Porter’s five forces Model on Airbnb. Elinvo (Electronics, Informatics, and Vocational Education), 1(2), 84-96.
Slater, S.F. and Narver, J.C. (1994), “Market orientation, customer value, and superior performance”, Business Horizons, Vol. 37, March/April, pp. 22‐8.
Tavitiyaman, P., Qu, H., & Zhang, H. Q. (2011). The impact of industry force factors on resource competitive strategies and hotel performance. International Journal of Hospitality Management, 30(3), 648-657.