請用此 Handle URI 來引用此文件:
http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/18469完整後設資料紀錄
| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 曹承礎 | |
| dc.contributor.author | Diego Saucedo | en |
| dc.contributor.author | 狄耶哥 | zh_TW |
| dc.date.accessioned | 2021-06-08T01:06:48Z | - |
| dc.date.copyright | 2014-09-03 | |
| dc.date.issued | 2014 | |
| dc.date.submitted | 2014-08-19 | |
| dc.identifier.citation | Blue Ocean Strategy
W. Chan Kim and Renee Mauborgne Harvard Business Review, October 2004 The Core Competence of the Corporation C.K. Prahalad and Gary Hamel Harvard Business Review, May-June 1990 What is Strategy? Michael E. Porter Harvard Business Review, November-December 1996 Competing on Resources David J. Collis and Cynthia Montgomery Harvard Business Review, July- August 2008 The Five Competitive Forces that Shape Strategy Michael E. Porter Harvard Business Review, January 2008 Definition of franchise Raab & Matusky , 2006 , p.35 Mexico in the Hospitality Industry Hotel Investor Sentiment Survey (Latin America), Jones Lang LaSalle, May 20 Franchise and brand definitions http://dspace.ubu.es:8080/trabajosacademicos/bitstream/10259.1/77/1/Ayup_Gonz%C3%A1lez.pdf Franchises overlook for 2014 http://www.soyentrepreneur.com/26234-panorama-de-las-franquicias-2014.html General procedure for the creation and register of a franchise http://franquiciasdemexico.org/preguntas-frecuentes/ Funding for franchises http://franquiciasdemexico.org/financiamiento.html Franchise terms and definitions http://www.soyentrepreneur.com/25345-vocabulario-de-franquicias.html 10 reasons to buy a franchise http://www.soyentrepreneur.com/21865-10-razones-para-comprar-una-franquicia.html Overlook of the franchise industry 2010 http://internacional.ivace.es/estudios/informacion_paises_red_exterior_ivex.html?country=mx§or= Best franchises 2008 http://www.cnnexpansion.com/emprendedores/2008/03/03/franquicias-al-horn Hospitality Industry - Global view http://www.ey.com/Publication/vwLUAssets/EY_-_Global_hospitality_insights_2014/$FILE/EY-Global-hospitality-insights-2014.pdf Mexico’s Overview WBG World Bank Group http://www.worldbank.org/en/country/mexico/overview#1 SWOT analysis http://en.wikipedia.org/wiki/SWOT_analysis Tequila http://en.wikipedia.org/wiki/Tequila Mezcal http://en.wikipedia.org/wiki/Mezcal Sotol http://en.wikipedia.org/wiki/Sotol Business in Mexico, environment and lifetime http://www.gestiopolis.com/canales5/emp/ochentapy.htm Interview with Emilio Ferreira http://www.youtube.com/watch?v=D6tz7Sfbx5A Converting your friends into tequila lovers video http://www.youtube.com/watch?v=mVFmoBSOYCs El buho, Tequila store in Mexico http://www.tequilaselbuho.com/ga-leria/el-negocio/ Tequila exports to China http://www.sre.gob.mx/en/index.php/archived-press-releases/2101-100-percent-agave-tequila-arrives-in-china Import rates for Tequila in Taiwan http://www.economia.gob.mx/eventos-noticias/sala-de-prensa/comunicados/5760-inicia-taiwan-reduccion-de-arancel-al-tequila-y-mezcal-mexicano Tequila tasting in Mexico http://www.academiadeltequila.com.mx/catas.html http://www.gdltours.com/Catado.Tequila/ Interview with Jose Torres, Tequila sommelier http://notesubasalabarra.com/2013/05/jose-torres-hay-que-perderle-el-miedo-al-tequila-y-eso-se-consigue-educando-al-consumidor/ Tasting Mezcal in Mexico http://www.timeoutmexico.mx/df/comer-y-beber/cata-de-mezcal http://www.dondeir.com/bares-y-antros/conviertete-en-un-mezcolatra/ Tequila and Mezcal tasting is more appreciated in USA and Japan than in Mexico http://www.restaurantesdemexico.com.mx/312/Vinos_y_Bebidas_Mezcal__Sabores__Olores_Y_Mas_.html Vodka properties http://es.wikipedia.org/wiki/Vodka Regulatory Council of Mezcal http://www.crm.org.mx/PDF/PROCESO_CERTIFICACION.pdf Friends of Mezcal Association http://www.amigosdelmezcal.mx/festival-dardo.php?dest=festival Regulatory Council of Sotol http://www.omnia.com.mx/noticias/se-reune-se-con-el-consejo-mexicano-del-sotol/ 10 facts you didn’t know about tequila http://www2.esmas.com/mujer/dietas-y-ejercicios/alimento-de-hoy/496923/tequila-datos-curiosos-cosas-no-sabes-agave-mexico-cruda-resaca-buen-coctel-jalisco-historia/ Five reasons Tequila is good (Forbes) http://www.forbes.com/sites/andrewbender/2013/05/03/five-ways-tequila-is-good-for-you/ Temazcal http://en.wikipedia.org/wiki/Temazcal Prices for brand register http://www.impi.gob.mx/marcas/Paginas/TarifasMarcasAvisosNombres.aspx Budget for franchising in Mexico (CNN Expansion group) http://www.cnnexpansion.com/emprendedores/2008/08/07/10-franquicias-mas-caras-y-baratas Figures for the Franchise industry http://eleconomista.com.mx/finanzas-personales/2012/03/10/invertir-franquicia-mas-seguro 5 types of Mezcal http://www.foodrepublic.com/2013/03/28/get-know-5-types-mezcal Stand up bars in Poland http://www.inyourpocket.com/poland/sopot/bars-pubs-clubs/Polish-Snacks-and-Shots Tequila bars in USA and Canada http://www.altonivel.com.mx/18535-los-mejores-bares-de-tequila-alrededor-del-mundo.html Restaurant Pancho’s in Cabo San Lucas http://www.panchos.com/p-rest.htm Strategy Diamond http://sourcesofinsight.com/strategy-diamond/ Exit strategies http://smallbusiness.chron.com/examples-business-plan-exit-strategy-11010.html http://smallbusiness.chron.com/examples-business-exit-strategies-69.html Alsea Group (Franchise leading firm in Mexico) http://www.alsea.net/ Definition of master franchise http://en.wikipedia.org/wiki/Master_franchise | |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/18469 | - |
| dc.description.abstract | 這項研究包括有關以創新的理念建立特許經營的酒吧五章的研究,數據和信息,商業計劃的分析和結論 | zh_TW |
| dc.description.abstract | Even thus that Tequila, Mezcal and Sotol are the three most representative Mexican spirits, so far there is not a place offering a taste experience of the three drinks. How successful would it be to create a bar providing the taste of Mexican spirits? This study makes an evaluation of the market, competitors, key success factors and future expectations for a franchise bar providing a tasting of Mexican alcoholic drinks.
This study includes five chapters of research, analysis of data and information, a business plan, and conclusions regarding the creation of a franchise bar with an innovative concept. The first chapter defines the problem regarding the lack of a tasting culture of Mexican spirits and bars providing with this service. In the following two chapters we focused on how to create and sustain competitive advantage by applying: entry, differentiation and avoid competition strategies. The third chapter corresponds to the business plan to make a wider approach of the environment for the franchise in the hospitality industry. In the final chapter, we came with the conclusion of the study providing with ideas about the key success factors, threats, recommendations and future expectations for the short and long term of the franchise bar. | en |
| dc.description.provenance | Made available in DSpace on 2021-06-08T01:06:48Z (GMT). No. of bitstreams: 1 ntu-103-R01749047-1.pdf: 3438610 bytes, checksum: 32981fc0e2dd10e3d522c4f0859d10bc (MD5) Previous issue date: 2014 | en |
| dc.description.tableofcontents | Table of Contents
CHAPTER I 1.0 Definition of the problem…………………………………………………………….1 1.1 How does this idea born?.............................................................................................1 1.2 The niche……………………………………………………………………………..2 1.3 The Tasting culture in Mexico……………………………………………………….3 1.3.1 Tequila………………………………………………………………………...4 1.3.2 Mezcal………………………………………………………………………...5 1.3.3. Sotol…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..6 1.4 Definition of the Problemv…..…..…..…..…..…..…..…..…..…..…..…..…..……….7 1.4.1 Stereotypes…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..……7 1.4.2 Pairing spirits…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..……...9 1.5 Lack of promotion and knowledge…..…..…..…..…..…..…..…..…..…..…..……...10 1.5.1 People’s knowledge…..…..…..…..…..…..…..…..…..…..…..…..…..……...10 1.5.2 Lack of promotion…..…..…..…..…..…..…..…..…..…..…..…..…..…..…...11 1.6 Oligopolies…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..……...12 1.7 Mexican spirits low degree of competition as mixers for drinks and cocktails…….13 1.8 What are we pretending to solve with our business proposal? …..…..…..…..……..14 1.9 Why open the bar? Why now? How to add value for the costumers? …..…..……...15 CHAPTER II 2.0 Strategies to join the market…..…..…..…..…..…..…..…..…..…..…..…..…..…….17 2.1 Blue ocean strategy…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..….18 2.1.1 The Paradox of strategy…..…..…..…..…..…..…..…..…..…..…..…..……...19 2.1.2 Toward Blue Ocean Strategy…..…..…..…..…..…..…..…..…..…..…..…….20 2.1.3 The Defining Characteristics…..…..…..…..…..…..…..…..…..…..…..…….20 2.1.4 Barriers to Imitation…..…..…..…..…..…..…..…..…..…..…..…..…..…......21 2.2 The Core Competence of the Corporation…..…..…..…..…..…..…..…..…..…..…..22 2.2.1 Identifying Core Competencies – And Losing Them…..…..…..…..…..……22 2.2.2 From core competencies to core products…..…..…..…..…..…..…..…..…...24 2.3.0 What is Strategy? …..…..…..…..…..…..…..…..…..…..…..…..…..…..…..……..25 2.3.1 Operational Effectiveness: Necessary but Not Sufficient…..…..…..…..…...25 2.3.2 Strategy rests on unique activities…..…..…..…..…..…..…..…..…..…..…...26 2.3.3 The origins of strategic positions…..…..…..…..…..…..…..…..…..…..…….26 2.3.4 A sustainable strategic requires trade position requires trade-offs…..………28 2.3.5 Fit drives both competitive advantage and sustainability…..…..…..………..30 2.3.5.1 Types of Fit…..…..…..…..…..…..…..…..…..…..…..…..…..……….31 2.3.5.2 Fit and sustainability…..…..…..…..…..…..…..…..…..…..………….33 2.3.6 Rediscovering Strategy…..…..…..…..…..…..…..…..…..…..…..…..…..…..35 2.4 Pareto Principle: How to use it to dramatically grow your business…..…..…..……37 2.5 Michael Porter’s Five Forces Framework…..…..…..…..…..…..…..…..…..………39 2.5.1 Threat of entry…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…...41 2.5.2 The power of suppliers…..…..…..…..…..…..…..…..…..…..…..…..…..…..44 2.5.3 The power of buyers…..…..…..…..…..…..…..…..…..…..…..…..…………45 2.5.4 The threat of substitutes…..…..…..…..…..…..…..…..…..…..…..…..……...46 2.5.5 Rivalry among existing competitors…..…..…..…..…..…..…..…..…..……..47 2.6 Competing on Resources…..…..…..…..…..…..…..…..…..…..…..…..…..………..49 2.6.1 Competitively Valuable Resources…..…..…..…..…..…..…..…..…..……...51 2.6.2 Strategic Implications…..…..…..…..…..…..…..…..…..…..…..…..…..……55 2.6.2.1 Investing in resources…..…..…..…..…..…..…..…..…..…..…..…….56 2.6.2.2 Leveraging resources…..…..…..…..…..…..…..…..…..…..…..……..57 2.7 SWOT Analysis…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..……59 2.7.1 Matching and converting…..…..…..…..…..…..…..…..…..…..…..…...61 2.7.2 Internal and External factors…..…..…..…..…..…..…..…..…..…..……61 2.7.3 Strategy building…..…..…..…..…..…..…..…..…..…..…..…..…..…...62 2.8 Strategy Diamond…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..……….63 2.8.1 The Five Major Elements of Strategy…..…..…..…..…..…..…..…..…..…...64 CHAPTER III 3.0 Application of the Strategy & Key Success Factors…..…..…..…..…..…..…..…….67 3.1 Blue ocean strategy…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..….67 3.2 The core competence of the corporation…..…..…..…..…..…..…..…..…..…..…....70 3.3 What is strategy? …..…..…..…..…..…..…..…..…..…..…..…..…..…..…..……….71 3.4 Competing on resources…..…..…..…..…..…..…..…..…..…..…..…..…..…..…….78 3.5 SWOT analysis…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..……...82 3.6 The strategy diamond…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…...83 3.7 Michael Porter’s five forces framework…..…..…..…..…..…..…..…..…..…..…….84 CHAPTER IV 4.0 Executive summary…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..……..97 4.1 Objectives…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…...99 4.2 Mission…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…….100 4.3 Keys to Success…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..………..101 4.4 Introduction and background of the enterprise…..…..…..…..…..…..…..………...104 4.4.1 The name TEMEZCAL…..…..…..…..…..…..…..…..…..…..…..…..…..……...105 4.4.2 The concept TEMEZCAL…..…..…..…..…..…..…..…..…..…..…..…..…..…...107 4.5 Locations…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..………110 4.6 Company Ownership…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..111 4.7 Start-up Summary…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..……...112 4.7.1 Franchise and register expenses…..…..…..…..…..…..…..…..…..………..113 4.7.1.1 First branch costs…..…..…..…..…..…..…..…..…..…..…..………..113 4.7.2 Company Locations and facilities…..…..…..…..…..…..…..…..…….114 4.7.2.1 Locations by city and State…..…..…..…..…..…..…..…..…..…..….115 4.8 Products and Services…..…..…..…..…..…..…..…..…..…..…..…..…..………….118 4.8.1 Service descriptio…..…..…..…..…..…..…..…..…..…..…..…..…..………119 4.9 Market Analysis…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…....128 4.9.1 Mexico’s entrepreneurship and franchise environment…..…..…..…..…….128 4.9.2 The franchise…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…...129 4.9.2.1 The franchise model in Mexico…..…..…..…..…..…..…..…..……..131 4.9.2.2 The franchise in numbers for the Mexican market…..…..…..…..….132 4.9.2.3 Franchising in Mexico 1999-2007…..…..…..…..…..…..…..………133 4.9.2.4 Environment for the Franchises in Mexico…..…..…..…..…..…..…140 4.9.3 Competitive Comparison and main competitors…..…..…..…..…..…..…...141 4.9.3.1 Restaurant-Bars…..…..…..…..…..…..…..…..…..…..…..…..……..142 4.9.3.2 Mezcaleria…..…..…..…..…..…..…..…..…..…..…..…..…..………144 4.9.3.3 Bars in general…..…..…..…..…..…..…..…..…..…..…..…………..145 4.9.3.4 Other similar concepts outside of Mexico…..…..…..…..…..………146 4.10 Marketing Plan…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..….148 4.10.1 Target customers…..…..…..…..…..…..…..…..…..…..…..…..…..…149 4.10.2 Location…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..….152 4.10.3 Opening……………………………………………………………...153 4.10.4 Public relations………………………………………………………153 4.10.5 The customization……………………………………………………154 4.10.6 Website………………………………………………………………154 4.10.7 Promotions………………………………………………...…………155 4.10.7.1 Promotions that already exist in the market………………….155 4.10.8 Pricing Strategy……………………………………………………...157 4.10.9 Corporate Social Responsibility……………………………………..158 4.11 Financial Capital Plan……………………………………………………….159 4.12 Exit strategy…………………………………………………………………176 CHAPTER V 5.0 Conclusion……………………………………………..…………………………..178 References……………………………………………………………………………..182 | |
| dc.language.iso | en | |
| dc.title | 經營品嚐墨西哥烈酒連鎖酒吧的關鍵成功因素 | zh_TW |
| dc.title | Key success factors for a franchise bar for tasting Mexican spirits | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 102-2 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 吳玲玲,謝冠雄 | |
| dc.subject.keyword | 酒吧, | zh_TW |
| dc.subject.keyword | Bar, | en |
| dc.relation.page | 185 | |
| dc.rights.note | 未授權 | |
| dc.date.accepted | 2014-08-19 | |
| dc.contributor.author-college | 管理學院 | zh_TW |
| dc.contributor.author-dept | 企業管理碩士專班 | zh_TW |
| 顯示於系所單位: | 管理學院企業管理專班(Global MBA) | |
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| ntu-103-1.pdf 未授權公開取用 | 3.36 MB | Adobe PDF |
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