Page 11 - 2020台北捷運公司年報

回顧 2019 年，台北捷運秉持「顧客至上、品質第一」 經營理念，在系統服務營運的可靠度上，及擴大營運收 入等各方面，穩定的向上成長，持續保持一貫的優異表 現與競爭力。 台北捷運已然是台北城市的品牌，從通車初期追求安 全、可靠的品質政策，到全面升級捷運 2.0，我們的組 織目標定位在優質運輸的服務基礎，讓捷運從單獨運輸 功能演進為多元生活的的提供者，透過完整的捷運路 網，連結我們的生活與人際網絡，強化人與人之間的互 動與認同，打造更美好的城市生活。我們也深刻體認到 捷運車站像入口網站一樣，成為市民進出以及外來遊客 探索台北這座城市的重要門戶，也墊定台北作為一個旅 遊城市在國際上的實質形象，捷運扮演著城市品牌的重 要載體，我們自覺有責任、也有義務在自我行銷過程中， 兼顧城市行銷的核心價值，並延伸城市文化與特色。 因此，未來的十年、二十年，我們將全面進行企業品牌 升級工程，除持續增進本業與附屬事業等營運品質外， 我認為還有三大任務，首先是將捷運既有服務品牌形象 好感度，延伸至與民眾息息相關的生活事業，從單純運 送乘客的載具，深化台北捷運與美好生活的連結。 其次，在捷運空間與城市印象方面，將城市美學的概念 落實於捷運車站，以設計美學軟化捷運硬體，讓美學、 藝文融入市民的日常，為捷運空間妝點合宜的色彩，彰 顯捷運及台北這座城市自明性;最後是善用新興科技、 打造捷運的自有品牌，以大數據及智慧分析的應用強化 競爭力，延伸經營優勢，擴展運輸本業、附屬事業及各 個受託事業，跨足創新智慧生活產業，提升企業本身營 運量能。 台北捷運長期位居台灣運輸產業領導品牌，企業品牌好 感度高，更應率先自我革新改造，期許能貼合民眾需求 與時俱進升級與更新，希望透過這一點一滴的進化，多 面向且漸進式發展，讓台北這座城市更美好，讓我們一 起用捷運改變台北，實踐市府「成為宜居永續城市」的 都市發展願景。 首長的話 | Messages from Top Management 9 The Taipei Metro's operation strategy for the year 2019 was to "prioritize passenger needs and maintain the highest level of quality." Looking back, we continued to enjoy steady growth due to the reliability of our metro system and operations, increased revenue, and remained consistent in terms of performance and competitiveness. The Taipei Metro has already become a hallmark of Taipei City. From our initial efforts to achieve a safe and reliable metro system to our present-day upgrade to Metro 2.0, we have always envisioned the Taipei Metro as a quality transportation service capable of evolving into a provider of diverse services that fulfills modern needs. The metro's extensive network bridges together our lives and interpersonal relations, boosts social interaction and our sense of community, and contributes to an enhanced city lifestyle. We have also gained a deeper understanding of how metro stations are similar to web portals: they act as gates from which citizens and foreign visitors enter and exit in their exploration of the city and are substantial symbols of Taipei as a tourism destination on the international stage. A city’s metro system is an important representation of its brand image, and thus, while we are in the process of promoting ourselves, we feel we also have the responsibility and obligation to promote the core values of Taipei City, as well as amplify its culture and features. Therefore, our mission for the next decade or two will be an upgrade of our company brand. In addition to improving the quality of our core and affiliated businesses, I believe there are three priorities to achieving this goal. First is to extend our existing positive image into other facets of everyday life, shifting from being just a means of transportation to becoming a gateway to a better life. Second is to integrate city aesthetics into our metro stations, using art to warm our cold, concrete facilities so that art and aesthetics become part of civilian life. By utilizing various colors in metro spaces, we can also accentuate the identities of both Taipei City and the Taipei Metro. city aesthetics into our metro stations, using art to warm our cold, concrete facilities so that art and aesthetics become part of civilian life. By utilizing various colors in metro spaces, we can also accentuate the identities of both Taipei City and the Taipei Metro. Last is to utilize emerging technology to establish our own brand, and enhance our competitiveness through the use of big data and intelligent analytics. We can then extend our scope beyond our core, affiliated, and contracted businesses and cross over into the innovative smart living industry, effectively upgrading our own business strengths. The Taipei Metro has long been a leading transportation industry brand in Taiwan. With such a high level of brand favorability, we should be more driven to reform ourselves to better meet citizens' needs, to innovate, and to stay relevant. We hope that through various improvements, slowly but surely, we can play a part in making Taipei an even more beautiful city. Together, let us transform Taipei with the Taipei Metro and realize the city's vision of becoming a livable and sustainable city.