上海交通大学硕士论文-jj餐饮连锁体系单店营业力提升策略研究

上海交通大学硕士学位论文JJ餐饮连锁体系单店营业力提升策略研究姓名：卜楠申请学位级别：硕士专业：工商管理指导教师：陈洁20090111JJ10JJJJJJJJJJJJJJJJRESEARCHONTHEENHANCEOFSINGLE-STORESALESFORCEOFJJRESTAURANTCHAINSYSTEMABSTRACTInrecentyears,thefranchiserestaurantsystemshavemadetremendousdevelopment,alargenumberoffranchisefoodbrandshaveemergedoneafteranother.Thesefanchisesystemshavemadealargecontributionfortheprosperityofdemosticfoodmarket.However,aftermorethan10yearsofrapiddevelopment,problemshaveissued,likedecliningturnover,manyfanchiseeleftsyetem.Inthisdissertation,theseproblemswouldbefoundthereasonsandgivensolution.Moreover,therestaurantfranchisingsystemswhichfacedsimilarproblemsalsowouldbeprovidedsomeideastosolvethesimilarproblems.Inthisdissertation,JJrestaurantchainsystem’smanagementsituationwasbeenanalysisedfirst.Conbimedwiththedatawhichwascollectedthoughtcomsumersurvey,themainproblemsofJJ’smanagementhadbeenfound.Menwhile,consumers’attidudetowordstheJJrestaurantchainsystemhadbeencomfirmed.Second,inthisdissertation,theprobleminthesingle-storesalesforceofJJrestaurantchainsystemisanalyzedfromfourperspectivesandtwodimensionsforeveryperspective.Andthen,theassessmentmodelforsinglestoresalesforhadformed.Andthen,thoughobservedtheoperationofJJ’ssingle-storeandotherrestautantfranchisesystem,theproblemsinthefourkeyperspectiveswasanalysised,andthemainreasonthatimpactsthesingle-store’ssaleforcehadbeenfoundout.Afterfoundoutthesereason,thepriorityofsolutionwasfirmedbasedonthedifficultyandextentoftheeffectofsignificantly.Finally,basedontheproblem-solvingfocus,thestrategyonenhanceofsingle-storeisbroughtoutfromfourperspectives.KEYWORDSfranchisesingle-storesaleforcesingle-storelocation,single-storeenvironment,single-storeseviceability,saleforceinsingletransactionMBAJJ--8220081117MBAJJ--83□√“√”2008111820081118MBAJJ--111.1——JJMBAJJ--21.2JJJJJJJJ1.3JJ·JJJJJJJJJJMBAJJ--3JJJJJJJJ1.4JJJJJJJJJJJJJJ1-1Figure1-1TheFrameworkofThisDissertationMBAJJ--422.12.1.11·ValarieA.ZeithamlMaryJoBitnerDeedsProcessesPerformances)·2MBAJJ--52-1Table2-1TheFeatureofSeviceProduct(Intangibility)(Inseparability)(Heterogeneous)(Perishability)2.1.21·2Lovelock19962-1MBAJJ--62-1LovelockFigure2-1TheClassificationofSeviceProductChaseEquipmentBasedPeopleBasedChaseZeithamlBitner1981MBAJJ--72.1.34P’s4PProductPricePromotionPlaceBoomsBitner(1981)“P”ParticipantsPhysicalEvidenceProcessofServiceAssembly4P’s3P’s3P2.22.2.112MBAJJ--82.2.22-2123452-2Figure2-2ConsumerBuyingDecisionProcess2.2.31S-O-R————MBAJJ--92·319664196841——60S-O-R———MBAJJ--102.32.3.11Franchise22.3.2MBAJJ--11123MBAJJ--122.3.3122.4(Intangibility)(Inseparability)(Heterogeneous)(Perishability)4P’s3P’sProductPricePromotionPlace(People)(Process)(PhysicalEvidence)7S-O-R——MBAJJ--133JJ3.1JJ3.1.1200218%GDP2200712352,200619.4%20081470019%20082008200610216001050,MBAJJ--143.1.2134916.331136033.43588.250.51274.837.13551.941.9120082008220031997200620%1200200643735.9%20063.2JJJJSHSHJJ“JJ”SHJJJJJJSHSHSHMBAJJ--15JJ585-12JJ3-13-1JJFigure3-1TheBusinessModelofJJRestaurantChainSystem30500SHMBAJJ--163.3JJ3.3.1JJ1JJJJ20081—410-20%JJJJ80%JJ2008JJ14JJ1000-130033000390003-21315.521300.451183.681124.381296.081225.051247.571255.56100010501100115012001250130013501234200720083-2Figure3-2TheSalesChangeofJJRestaurantChainSystem’sSingle-StoreMBAJJ--172JJJJ10%JJ1-433000-39000JJ40%JJ132001560020002000JJJJJJJJ——SH3JJJJ5JJJJJJJJ35%3-3JJMBAJJ--1852.76%46.63%40.18%38.34%38.04%37.73%34.97%34.66%29.75%25.46%20.25%13.50%12.27%7.36%0%10%20%30%40%50%60%JJ3-3JJFigure3-3TheMentionRateofJJandCompetitionBrandSWithoutRemindedJJ72.7%3-4JJJJJJ30.06%31.60%38.65%53.37%56.13%61.96%69.33%70.86%71.47%72.70%74.23%75.15%75.46%76.07%30%40%50%60%70%80%JJ3-4JJFigure3-4TheMentionRateofJJandCompetitionBrandSWithRemindedMBAJJ--19JJJJJJJJJJ37.63%3-5JJ9.77%14.29%14.29%23.30%27.52%30.11%37.63%39.36%44.69%47.47%47.83%49.57%52.91%54.07%050100150200250JJ0%10%20%30%40%50%60%3-5JJFigure3-5TheReputationofJJandCompetitionBrandsJJJJJJJJ3.3.2JJJJJJJJJJJJJJMBAJJ--20JJJJJJJJ“”JJJJSH3.4JJJJMBAJJ--214JJJJ=***JJ47P4JJJJJJ4JJ4-14-1Table4-1TheAnalysisModelofInfluenceFactorofSingle-StorePerformence--MBAJJ--22JJ4.1JJJJJJSHJJJJJJ4.1.11JJ2JJJJ3JJMBAJJ--234JJSHSH245153224377346JJ4.1.25W1H1WhoJJ51.96%29.18%4-1MBAJJ--244-1Figure4-1TheJobofTheTargetConsumer55.44%200028.3%30004-24-2Figure4-2TheIncomeLevelofTheTargetConsumer77.23%4-314.76%10.00%14.29%20.95%20.95%14.29%4.76%50051080080112001201200020013000300150005000133.99%68/319.51%753711.35%325316.26%117/5516.87%1940.59520.25240.06190.04290.03330.00950.004861%25%6%4%3%1%0%MBAJJ--2577.23%22.77%4-3Figure4-3TheMarrigeStatusofTheTargetConsumer2When86.2%46.32%4-44-4Figure4-4TheChoiceOnSpendingTimetoConsumeFast-FoodofTheTargetConsumer7.98%86.20%46.32%14.42%MBAJJ--263What62.86%43.87%42.96%29.88%4-545.09%39.04%37.12%30.67%4-64-5Figure4-5TheChoiceToFast-FoodonLunchTimeofTheTargetConsumer4-6Figure4-6TheChoiceToFast-FoodonSupperTimeofTheTargetConsumer71.16%6-124-719.33%22.09%22.70%32.52%39.88%42.94%43.87%62.88%15.03%23.62%24.54%25.46%30.67%37.12%38.04%45.09%MBAJJ--274-7Figure4-7TheChoiceonPriceofTheTargetConsume