谭木匠特许关系治理案例研究

发布时间：2019-05-11 16:12

【摘要】：作为21世纪最主要的商业经营模式之一,特许经营是继百货商店、超级市场之后的第三次商业零售革命,是有史以来最成功的营销理念。自上世纪80年代以来,随着国民经济和居民生活消费水平的不断提升,在发达国家取得巨大成功的特许经营模式不仅适应了我国现代消费变化的客观需求,也适应了社会化生产的变化趋势,已经被我国企业和广大创业者所采纳,并逐步渗透到零售、餐饮、教育、服务等第三产业领域。但是我国自有品牌的特许经营存在突出的关系管理“老大难”问题,特许双方的合作情况普遍不尽如人意,主要表现为特许关系复杂多变,特许人和受许人之间关系冲突不断,治理困难。良好的合作关系是特许经营中特许人与受许人获得成功的关键。因此,分析特许经营中特许双方的冲突原因和特许关系的治理改进方法具有重要的意义。本文主要采用案例研究方法。首先,从特许方和受许方两方面对谭木匠特许经营的发展进行案例描述,以某地区谭木匠加盟店的开店历程为主线,从不同侧面展现了谭木匠的加盟模式、发展战略、上市转型等内容,通过加盟店发展不同阶段所面临的主要问题及其发展,提出了特许经营中特许方与被许方的关系问题。其次,对论文研究所涉及的重点特许经营及其相关概念、特许关系中的资源匹配理论和满意度理论以及特许关系治理理论与实践进行评析。进而,对谭木匠特许关系现状及其原因进行分析,通过对谭木匠特许经营现状及问题的分析,识别谭木匠特许关系中特许方和受许方双方关系问题的产生根源,并运用特许关系资源互补理论和满意度理论进行分析与探讨。最后,在此基础上,提出谭木匠特许关系治理的改进方案。本文主要研究发现,在特许关系治理中,首先,谭木匠需要建立健全利益共享机制。合理的利益共享机制是避免特许双方关系冲突的前提条件。保证双赢,建立浮动分配机制,保证公平公正。其次,建立经营标准化与合理授权的阶段性匹配机制。经营“标准化”和合理“授权”的阶段性匹配是保证特许双方关系和谐的发展主要措施。加盟初期推行标准化,加盟中后期加强授权。第三,促进营销服务的升级。促进营销服务升级是促进特许双方关系共同发展的关键措施,构建以总部为主加盟商为辅的全面营销体系。第四,打造网络销售体系。谭木匠必对当前的特许经营体系做出及时调整,积极响应互联网经济的浪潮,与加盟商共同升级。第五,建立健全交流平台。建立健全交流平台是保证特许双方关系良好的日常措施。第六,形成“家庭式”的特许体系文化。形成“家庭式”的特许文化体系是保证特许双方关系良好的最根本措施。
[Abstract]:As one of the most important business models in the 21st century, franchising is the third commercial retail revolution after department stores and supermarkets, and is the most successful marketing concept in history. Since the 1980s, with the continuous improvement of the national economy and the living and consumption standards of residents, the franchising model, which has achieved great success in developed countries, has not only adapted to the objective needs of modern consumption changes in our country. It has also adapted to the changing trend of socialized production, has been adopted by Chinese enterprises and entrepreneurs, and gradually penetrated into retail, catering, education, service and other fields of the tertiary industry. However, there is a prominent problem of relationship management "old difficulty" in the franchising of our own brand, and the cooperation between the franchisee and the franchisee is generally not satisfactory, which is mainly manifested in the complexity and variability of the franchising relationship and the continuous conflict between the franchisor and the transferee. Manage the difficulties. Good cooperative relationship is the key to the success of franchisee and grantor in franchising. Therefore, it is of great significance to analyze the causes of conflict between franchisees and the management and improvement methods of franchising relationship. This paper mainly adopts the method of case study. First of all, this paper describes the development of Tan carpenter franchising from two aspects of franchisor and transferee, and takes the opening process of Tan carpenter franchising shop in a certain area as the main line, and shows the joining mode and development strategy of Tan carpenter from different aspects. Through the main problems and their development in different stages of the development of franchises, this paper puts forward the relationship between the franchisee and the transferee in franchising. Secondly, it analyzes the key franchising and its related concepts, the resource matching theory and satisfaction theory, as well as the theory and practice of franchising relationship governance. Based on the analysis of the current situation and problems of Tan carpenter's franchising relationship, the root causes of the relationship between franchisor and grantee in Tan carpenter's franchising relationship are identified. The theory of resource complementarity of concession relationship and the theory of satisfaction are used to analyze and discuss. Finally, on this basis, the improvement scheme of Tan carpenter concession relationship governance is put forward. In this paper, it is found that in the management of concession relationship, first of all, Tan carpenter needs to establish and improve the benefit-sharing mechanism. Reasonable benefit-sharing mechanism is a prerequisite to avoid the conflict between concessionaire and concessionaire. Ensure win-win, establish floating distribution mechanism, ensure fairness and justice. Secondly, establish the stage matching mechanism of management standardization and reasonable authorization. The stage matching of management standardization and reasonable authorization is the main measure to ensure the harmonious relationship between concessionaire and concessionaire. In the early stage of joining, standardization is carried out, and authorization is strengthened in the middle and late stages of joining. Third, promote the upgrading of marketing services. Promoting the upgrading of marketing service is the key measure to promote the common development of the relationship between franchisee and franchisee, and construct a comprehensive marketing system supplemented by headquarters as the main franchisee. Fourth, build a network sales system. Tan carpenter will make timely adjustments to the current franchise system, actively respond to the wave of the Internet economy, and upgrade with franchisees. Fifth, establish and improve the communication platform. The establishment of a sound communication platform is a daily measure to ensure good relations between the charters. Sixth, the formation of "family" licensing system culture. The formation of a family-style franchise culture system is the most fundamental measure to ensure the good relationship between the charterers.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.3;F721

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