休閒茶飲連鎖店的成長資源選擇

Abstract

本研究藉由一個台灣的休閒茶飲連鎖公司個案，結合代理理論與產權理論探討連鎖店經營時面對快速成長與品質管理的兩難選擇。本研究指出，定位在高品質的連鎖系統較常採用內部培養的經理人，作為主要的成長資源，因為內部培養的經理人/店長有助於整個連鎖系統的品質維繫，也有助於新產品的開發，使整體連鎖系統在面對市場不斷快速變化的過程中，仍然可以持續保有競爭力。

This study proposes that the units owned by the franchisor incubate new outlet managers that are critical resources of franchise growth when the franchised system is positioned on high quality and faced with volatile consumer demands. The economic agency or property-rights arguments for franchising are market-oriented (Lafontaine and Slade 2007), and the early managerial studies on franchising either separate the roles of resources and incentive alignment (Combs and Ketchen Jr 1999; Combs and Ketchen Jr 1999), or emphasize only financial resources (Kaufmann and Dant 1996; Combs and Ketchen Jr 1999). This research discusses how the internally developed managerial resources incorporated with incentive design influence the growth of franchised systems.