Loading...
|
Please use this identifier to cite or link to this item:
https://nccur.lib.nccu.edu.tw/handle/140.119/139310
|
| Title: | 連鎖加盟公司數位轉型之個案研究
A Case Research on the Digital Transformation of Franchise Management |
| Authors: | 賴威光
Lai, Wei-Kuang |
| Contributors: | 邱奕嘉
賴威光
Lai, Wei-Kuang |
| Keywords: | 代理人理論
服務主導邏輯
數位轉型
Agency theory
Service-Dominant Logic
Digital transformation |
| Date: | 2021 |
| Issue Date: | 2022-03-01 18:16:50 (UTC+8) |
| Abstract: | 本研究透過對國內知名連鎖體系A公司的深度個案分析，由代理人理論、服務主導邏輯、以及數位轉型學術理論的角度切入，探索A公司在數位轉型的歷程中所面臨的問題、策略的應對，以及最終如何形成價值共創的環境，並創造出新的商業模式。具體而言，本研究欲探究之問題如下：
1. 加盟體系數位轉型的歷程為何？主要的挑戰與關鍵為何？
2. 數位科技對連鎖加盟體系帶來的助益與效用？
3. 如何藉由數位轉型與服務主導邏輯，進行加盟體系的商業模式轉型？
為了回答上述三個問題，本研究依序分析A公司「加盟總部」、「加盟主端」、以及「消費者端」三個不同的數位科技導入個案，並從中歸納與推論出連鎖體系管理新架構。本研究提出結論如下：
1. 企業數位轉型的階段，建議採取由內而外的導入與整合方式。數位轉型的挑戰主要來自於組織（包含總部與加盟主）是否具備數位科技導入所需之能力，以及企業高層的全力支持。
2. 透過數位科技的導入與連結，可使三方（總部、加盟主、以及消費者）從中獲得不同的利益，改變傳統零和的競爭關係，並創造全新的價值共創模式。
3. 藉由導入數位科技的過程中，並將傳統的產品主導邏輯，轉為以服務主導的經營思維，加盟總部的獲利模式可由傳統依賴加盟金與原物料的方式，改為提供品牌即服務（Brand as a Service）的全新經營模式。
最後，本研究亦對台灣實務界提出數位轉型的具體建議，並對學術界提出後續研究的參考。
To investigate the challenges the SMEs faced and how they can successfully develop a new business model from the digital transformation, this research aims at doing a deep case analysis on a Taiwan famous franchise chain from different perspectives including agency theory, service dominant logic, and digital transformation literatures.
Specifically, this research tries to answer the following questions:
1. What’s the recommended path for a franchise chain to undergo the digital transformation? What are they key challenges and solutions?
2. What are the advantages that digital technologies could bring to the franchise chain?
3. How does a franchisor transform its business model through adopting service-dominant logic and undergoing digital transformation?
To answer the above questions, three cases (franchisor digital technology implementation, franchisee technology implementation, and consumer technology implementation) were analyzed. A new franchise management framework has also been developed and the research has concluded as follows:
1. It is recommended for a franchisor to approach digital transformation stage by stage and from inward to outward. The key challenge comes from whether the organization (both franchisor and franchisee) has sufficient ability to implement the digital technology. Support from the top management is also mandatory for all stages of digital transformation.
2. By implementing appropriate digital technologies, it’s possible to achieve win-win for all three parties (franchisor, franchisees, and consumers), thereby co-creating new values.
3. By shifting the management strategy from goods-dominant logic to service-dominant logic and leveraging various digital technologies, franchisor could develop a BaaS (Brand as a Service) business model. With the new BaaS business model, franchisor will rely less on the traditional source of profit such as the revenue from franchisee fee and the revenue generated from selling materials to franchisees.
Lastly, this research also gives recommendations in hope to shed the light to Taiwan SMEs on the digital transformation path. Directions for the future research is also suggested. |
| Reference: | Alchian, A. A., & Demsetz, H. (1972). Production, information costs, and economic organization. The American economic review, 62(5), 777-795.
Anderson, E., & Oliver, R. L. (1987). Perspectives on behavior-based versus outcome-based salesforce control systems. Journal of marketing, 51(4), 76-88.
Bharadwaj, A., El Sawy, O. A., Pavlou, P. A., & Venkatraman, N. v. (2013). Digital business strategy: toward a next generation of insights. MIS quarterly, 471-482.
Brickley, J. A., & Dark, F. H. (1987). The choice of organizational form the case of franchising. Journal of Financial Economics, 18(2), 401-420.
Carney, M., & Gedajlovic, E. (1991). Vertical integration in franchise systems: Agency theory and resource explanations. Strategic management journal, 12(8), 607-629.
Combs, J. G., & Ketchen Jr, D. J. (1999). Can capital scarcity help agency theory explain franchising? Revisiting the capital scarcity hypothesis. Academy of Management Journal, 42(2), 196-207.
Combs, J. G., Ketchen Jr, D. J., Shook, C. L., & Short, J. C. (2011). Antecedents and consequences of franchising: Past accomplishments and future challenges. Journal of management, 37(1), 99-126.
Dant, R. P. (1995). Motivation for franchising: Rhetoric versus reality. International Small Business Journal, 14(1), 10-32.
Doney, P. M., & Cannon, J. P. (1997). An examination of the nature of trust in buyer–seller relationships. Journal of marketing, 61(2), 35-51.
Dougherty, D., & Dunne, D. D. (2012). Digital science and knowledge boundaries in complex innovation. Organization Science, 23(5), 1467-1484.
Eisenhardt, K. M. (1989a). Agency theory: An assessment and review. Academy of management review, 14(1), 57-74.
Eisenhardt, K. M. (1989b). Making fast strategic decisions in high-velocity environments. Academy of Management Journal, 32(3), 543-576.
Fama, E. F., & Jensen, M. C. (1983). Agency problems and residual claims. The Journal of law and economics, 26(2), 327-349.
Fitzgerald, M., Kruschwitz, N., Bonnet, D., & Welch, M. (2014). Embracing digital technology: A new strategic imperative. MIT sloan management review, 55(2), 1.
Frazier, G. L. (1983). On the measurement of interfirm power in channels of distribution. Journal of Marketing Research, 20(2), 158-166.
Jensen, M. C., & Meckling, W. H. (1976). Theory of the firm: Managerial behavior, agency costs and ownership structure. Journal of Financial Economics, 3(4), 305-360.
Kelly, A. O. a. A. (1969). Will Successful Franchise Systems Ultimately Become Wholly-Owned Chains? Journal of Retailing, 44(4), 69-83.
Klein, B. (1995). The economics of franchise contracts. Journal of corporate finance, 2(1-2), 9-37.
Lafontaine, F. (1992). Agency theory and franchising: some empirical results. The rand journal of economics, 263-283.
Li, F., Nucciarelli, A., Roden, S., & Graham, G. (2016). How smart cities transform operations models: a new research agenda for operations management in the digital economy. Production Planning & Control, 27(6), 514-528.
Loebbecke, C., & Picot, A. (2015). Reflections on societal and business model transformation arising from digitization and big data analytics: A research agenda. The journal of strategic information systems, 24(3), 149-157.
Matt, C., Hess, T., & Benlian, A. (2015). Digital transformation strategies. Business & information systems engineering, 57(5), 339-343.
Norton, S. W. (1988). An empirical look at franchising as an organizational form. Journal of Business, 197-218.
Oxenfeldt, A. R. a. K., Anthony O. (1969). Will Successful Franchise Systems Ultimately Become Wholly-owned Chains? Journal of Retailing, 44,69-83.
Pagani, M., & Pardo, C. (2017). The impact of digital technology on relationships in a business network. Industrial Marketing Management, 67, 185-192.
Quinn, B. (1999). Control and support in an international franchise network. International Marketing Review.
Ramaswamy, V., & Ozcan, K. (2016). Brand value co-creation in a digitalized world: An integrative framework and research implications. International Journal of Research in Marketing, 33(1), 93-106.
Rubin, P. H. (1978). The Theory of the Firm and the Structure of the Franchise Contract. The Journal of law and economics, 21(1), 223-233.
Schuchmann, D., & Seufert, S. (2015). Corporate learning in times of digital transformation: a conceptual framework and service portfolio for the learning function in banking organisations. International Journal of Corporate Learning (iJAC), 8(1), 31-39.
Sebastian, I. M., Ross, J. W., Beath, C., Mocker, M., Moloney, K. G., & Fonstad, N. O. (2020). How big old companies navigate digital transformation. In Strategic Information Management (pp. 133-150). Routledge.
Shane, S. A. (1996). Hybrid organizational arrangements and their implications for firm growth and survival: A study of new franchisors. Academy of Management Journal, 39(1), 216-234.
Teece, D. J. (2010). Business models, business strategy and innovation. Long range planning, 43(2-3), 172-194.
Vargo, S. L., & Lusch, R. F. (2008). Service-dominant logic: continuing the evolution. Journal of the Academy of marketing Science, 36(1), 1-10.
Vargo, S. L., & Lusch, R. F. (2016). Institutions and axioms: an extension and update of service-dominant logic. Journal of the Academy of marketing Science, 44(1), 5-23.
Vendrell-Herrero, F., Bustinza, O. F., Parry, G., & Georgantzis, N. (2017). Servitization, digitization and supply chain interdependency. Industrial Marketing Management, 60, 69-81.
Verhoef, P. C., Broekhuizen, T., Bart, Y., Bhattacharya, A., Dong, J. Q., Fabian, N., & Haenlein, M. (2021). Digital transformation: A multidisciplinary reflection and research agenda. Journal of Business Research, 122, 889-901.
Yin, R. K. (1981). The case study as a serious research strategy. Knowledge, 3(1), 97-114.
Yin, R. K. (1994). Discovering the future of the case study. Method in evaluation research. Evaluation practice, 15(3), 283-290. |
| Description: | 博士
國立政治大學
科技管理與智慧財產研究所
105364502 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G1053645021 |
| Data Type: | thesis |
| DOI: | 10.6814/NCCU202200320 |
| Appears in Collections: | [科技管理與智慧財產研究所] 學位論文
|
Files in This Item:
| File |
Description |
Size | Format | |
|---|
| 502101.pdf | | 11524Kb | Adobe PDF2 | 0 | View/Open |
|
All items in 政大典藏 are protected by copyright, with all rights reserved.
|
