台灣為出口導向型之國家，出口的部分就占了近七成的GDP，其中，又以貨櫃運輸為最主要之貨物運送方式。而近幾年定期海運業經歷了許多巨大的波動，例如亞洲金融風暴、金融海嘯、歐債危機等困境，在景氣不好的情況下定期航商要如何因應成了一個重要的課題。
　　本研究採用松田久一(2015)經營策略的五個構面「顧客」、「差異」、「競爭」、「集中」與「組織」來發展出二十六個準則，並利用模糊層級分析法與決策實驗室分析法來探討各構面及準則之相對重要性排序及因果關係，得出在景氣低迷下定期航商採取的最適因應策略。
　　根據本研究結果指出，競爭(戰勝競爭對手)為定期航商在發展策略時，最主要考量的構面；準則的部分，「降低營運成本」、「航線經營與運務作業管理」、「策略聯盟」及「獨特的附加價值服務」則為在經濟不景氣時主要影響定期航商制定策略之要素。而「強化服務及對外合作關係」與「節省成本與控制運力」為定期航商在景氣低迷下所採取之經營策略。

Taiwan is an export-oriented country, and exports account for around 70 percent of total GDP. In addition, container shipping is the most used form of cargo transportation in Taiwan. In recent years, liner shipping industry has experienced a huge fluctuation (e.g. Asian financial crisis, the financial crisis of 2008, European debt crisis) and became very volatile. Thus, how to manage their business during economic downturns is an important issue for liner shipping companies.
This study adopts five criteria “customer”, “difference”, “competition”, “concentration” and “organization” from Matsuda’s concept of business strategy to develop 26 sub-criteria. We employ Fuzzy Analytic Hierarchy Process (FAHP) and Decision Making Trial and Evaluation Laboratory (DEMATEL) to analyze the priority and cause-effect relationship among criteria and sub-criteria respectively, obtaining the best alternative.
The results indicate competition (beating your competitors) is regarded as the most critical factor for designing strategies; further, “operating cost reduction”, “routing, scheduling and fleet management”, “strategic alliance” and “unique value-added service” are the crucial elements for the decision makers of liner shipping companies in developing business strategies during recession. Moreover,“improvement of service and cooperative relationship with external partners” and “cost reduction and capacity control” are the best alternatives to survive economic crises for liner shipping firms in Taiwan.

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