中国中小企业特许经营发展战略的关键因子分析

上海交通大学硕士学位论文中国中小企业特许经营发展战略的关键因子分析姓名：林恩祥申请学位级别：硕士专业：工商管理指导教师：黄丹20050612:(a);(b);(c)20039150040%100000502002129%24,400,000,0006%8,000,000,,,,,,,,,FRANCHISING:ABUSINESSDEVELOPMENTSTRATEGYFORSMALLANDMEDIUM-SIZEDENTERPRISES(SMEs)INCHINAABSTRACTThisthesisanalyzedfranchisingasabusinessdevelopmentstrategytohelpLargeandSmallenterprisestoforgeawin-winbusinesspartnership.Inparticular,thedevelopmentoftwocriticalframeworks---thatisjoininganddevelopingafranchisewillbebeneficialforSmallandMedium-sizedEnterprises(SMEs)inChina.JoiningordevelopingafranchisewillhelplocalSMEstoenhancetheirbusinesscompetitiveness.Franchisingisanarrangementwhereapartywhichhasdevelopedaprovenwayofrunningabusinesssuccessfully,licensesanotherpartytherightstooperatethatbusinessformatusingthetradeorservicemark(s)ortradename(s)oftheformer.Inshort,afranchisemusthave:(a)adistinctivetrademarkortrademark;(b)astipulatedwayofoperatingthebusiness;and(c)paymentoffeeoron-goingfeeorroyaltyfortherightstooperatethefranchise.FranchisinghasbecomeoneoftheemergingfastestgrowingbusinessareasinChina,promisingmanydomesticandforeigncompaniestremendousgrowthopportunities.AccordingtotheChinaChainstoreandFranchiseAssociation,bySeptember2003,thecountryhadabout1,500franchisebusinesses,a40%jumpfromayearago.Thenumberoffranchisedoutletshashitabout100,000,coveringaround50sectors.In2002,salesfromfranchisessoared129%fromayearearliertoRMB24.4billion,accountingfor6%ofChina’stotalretailsales.ThegreatestbeneficiaryofthisimportantbusinesstrendinChinawillbetheSMEs.Basedonstatistics,thenumberofSMEsinChinahasexceeded8million,accountingfor99percentofthecountry'stotalenterprises.Inaddition,about60percentofthenationalindustrialoutputvalueand40percentofthenationalrevenuecamefromtheSMEs.Hence,thestrategicimportanceoftheSMEscannotbeneglected.GiventhesmallsizenatureofSMEsandthelackoffinanceandmanpowerresourcestogrow,franchisingrepresentsaviablebusinessstrategyforSMEstogrowtheirbusiness,beitjoiningorsettingupastrongfranchisenetwork.Byjoiningafranchise,SMEscanshortentheirlearningcurvebygainingquickaccesstoprovenbusinessmodelsandoperatingsystems.Inaddition,thefranchiseecanrideontheestablishedbrandnameandgoodwillofthefranchisorandenjoybetterrecognitionandacceptanceintheChinamarket.Thethreesuccessfulfranchises—V-KOOL,QUANJUDE,KFC—highlightedinthisthesisweretoillustratethedifferenttypesoffranchisestructuresavailabletoSMEssuchasjointventureformat,directfranchising,areafranchisingandmasterfranchising.Moreimportantly,thekeyingredientsofasuccessfulfranchisearenecessarytobetakennoteofbytheSMEs..Withthekeyingredientsofasuccessfulfranchisederivedoutofthecasestudies,theframeworkforjoininganddevelopingwillbemappedoutfortheChineseSMEs.BothframeworksaimedtoinculcateintheSMEstheneedtoweightheiroptionscarefullygiventheavalancheofbusinessopportunitiesfloodingtheChinesemarket.FranchisingasamarketpenetrationstrategyisstronglyrecommendedfortheSMEs.Forthosewhoarecontentedwithmakinganordinaryliving,aunitfranchise(withoutsub-franchisingrights)willbesufficed.Forthosewithstrongentrepreneurialdrive,acquiringmasterfranchiserightslikeinthecaseofShanghaiHaiyanwillfindtheirwealthandsocialstatusgrowninstature.KEYWORDS:Franchising,Ingredients,SmallandMedium-sizedEnterprises,CompetitiveAdvantage,Strategy,SuccessfulBusinessFormat,Network,Brand,Framework,SalesChannel,Strategy200559200559200559“Franchise”---209020039150040%100000502002129%24,400,000,0006%8,000,000,,MBA1–?11?“M”and“KFC”“”,199094600900?“?”“?”“?”“?”“franchise”---;MBA2:(a);(b);(c)121.2.1•/1.2.2•“system”1.31.3.1a)•b)/MBA3•c)•d)•e)•1.3.2a)•b)•:(1)(2)MBA4(3)c)•d)•e)•1.41.4.113108%1.1:GDP–Figure1.1:China’sGDP–AnnualChangeMBA520901.119942000()(‘CCFA’),20011,000,40%40%1.1:19941995199619971998199920001504007001,0001,1501,8002,1002,5006,00010,00015,00021,00026,00032,000(10)3.08.030100100150230:1990-2000,200391,500,40%10502002,129%244,6%:MBA61.2:.1.llKennyRogerslllllll2.ll31lll3.lll4.7-11lLawsonslAM/PM5.&llllG2000llU2lll/l6.&ll7.&lllllTopsll8.llNaturalBeauty9./Versionll10.llNewHorizonsl11.lll12.21lTheFirstPacificl13.Window-coatingfilms|||14.AlphaGraphicsll:–75%6(1.2)1.4.3:(a)(b)(c)1.2::37%15%9%Figure1.2:ResponsebyPotentialFranchiseesonBuyinaFranchisegMBA8(d)(e)(f)(g)(h),1.4.4()1997:(a)199711,(b).MerryHoliday“M”,(c).MBA9(d).,,,1.31.3:Figure1.3:ExamplesofSuccessfulLocal&ForeignFranchiseBrandsOperatinginChinaMBA102.1(SME)20032192-1:()()200034–30030004000300034–600300040005001.5–10010002003–100300030003MBA11–500300010003–40030008001.5–40030002004pp2-3.2.299604019991502000102.8732-220902-2:1990–1999(10,000)(%)(10,000)(%)()(%)19909.88.3170.33.895.212.5199110.89.9183.98.0123.229.4199214.028.8231.926.0221.279.8199323.870.4372.660.7680.5207.6199443.281.7648.474.01447.8112.8199565.651.6956.047.42621.781.8199681.981.91171.122.53752.443.1199796.196.11349.315.25140.137.01998120.1120.11709.126.77198.140.01999150.9150.92021.618.310287.336.3:,:{},,2001,174.MBA1270-80%1201020102020014281112113526610.5%•410•••GDP•••MBA13(V-KOOL)2.3MBA142-12.3.12.3.